FY 2026-2030 Adopted Capital Improvement Program PDF Free Download
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www.fairfaxcounty.gov/budget
FY 2026-2030
Adopted Capital
Improvement Program
With Future Fiscal Years to FY 2035
Fairfax County Board of Supervisors
Jeffrey C. McKay, Chairman
Kathy L. Smith, Vice Chairman, Sully District
James R. Walkinshaw, Braddock District James N. Bierman, Jr., Dranesville District
Rodney L. Lusk, Franconia District Walter L. Alcorn, Hunter Mill District
Andres F. Jimenez, Mason District Daniel G. Storck, Mount Vernon District
Dalia A. Palchik, Providence District Pat Herrity, Springfield District
Fairfax County Leadership Team
Bryan J. Hill, County Executive
Thomas G. Arnold, Deputy County Executive Christina C. Jackson, Chief Financial Officer
Christopher A. Leonard, Deputy County Executive Jennifer L. Miller, Deputy County Executive
Ellicia Seard-McCormick, Deputy County Executive
Fairfax County, Virginia… At a Glance
Population:
1,209,931
(2026 projection)
Households: 432,196
(2026 projection)
Land and Water Area: 407 square miles
Median Household Income: $141,553
(U.S. Census Bureau, 2023 American
Community Survey)
Percentage of College Graduates: 63.8%
(U.S. Census Bureau, 2023 American
Community Survey)
Bond Rating: AAA
(Only 99 out of 26,000+ Local and State
Governments are rated AAA by
Moody's, Standard and
Poor's, and Fitch)
FAIRFAX COUNTY, VIRGINIA
Fairfax County is committed to a policy of nondiscrimination in all County programs, services, and activities and will provide
reasonable accommodations upon request. To request special accommodations, call 703-324-2391 or TTY 711 (Virginia Relay
Center). Please allow five working days in advance of events in order to make the necessary arrangements.
This entire document is available online at:
http://www.fairfaxcounty.gov/budget
CAPITAL
IMPROVEMENT
PROGRAM
Fiscal Years 2026 – 2030
ADOPTED
(With Future Fiscal Years to 2035)
BOARD OF SUPERVISORS
• Jeffrey C. McKay, Chairman
• Kathy L. Smith, Vice Chairman, Sully
• James R. Walkinshaw, Braddock
• James N. Bierman, Jr., Dranesville
• Rodney L. Lusk, Franconia
• Walter L. Alcorn, Hunter Mill
• Andres F. Jimenez, Mason
• Daniel G. Storck, Mount Vernon
• Dalia A. Palchik, Providence
• Pat Herrity, Springfield
PLANNING COMMISSION
• Phillip Niedzielski-Eichner, Chairman, At-Large
• Timothy Sargeant, At-Large
• Evelyn S. Spain, Vice Chairman, Sully
• Alyssa Batchelor-Causey, Dranesville
• Mary Cortina, Braddock
• Chris Landgraf, Franconia
• John Carter, Hunter Mill
• Alis Wang, Mason
• Walter Clarke, Mount Vernon
• Jeremy Hancock, Secretary, Providence
• James Thomas, Springfield
• Candice Bennett, Parliamentarian, At-Large
Bryan J. Hill, County Executive
Thomas Arnold, Deputy County Executive
Christina Jackson, Deputy County Executive/CFO
Christopher Leonard, Deputy County Executive
Jennifer L. Miller, Deputy County Executive
Ellicia Seard-McCormick, Deputy County Executive
Phil Hagen, Director, Department of Management and Budget
Joe LaHait, Department of Management and Budget
Martha Reed, Department of Management and Budget
Amy Simon, Department of Management and Budget
Table of Contents: Capital Improvement Program
.................................................................................................. i
Capital Improvement Program Summary ............................................................................................. ii
Capital Improvement Programming .................................................................................................... 1
Fiscal Policies and Summary Charts ................................................................................................... 15
• Program Cost Summaries (Table A) ... .................................................................................. 25
• General Fund Supported and Paydown Program (Table B) .................................................... 26
• History of Referenda (Table C) ............................................................................................ 27
• General Obligation Bonds Authorized but Unissued (Table D) ............................................... 28
• Referendum and Debt Capacity Analysis (Table E) ................................................................ 29
• Bond Referendum Plan (Table F) ........................................................................................ 31
Current Project Lists ......................................................................................................................... 33
• Current Projects by Function (5 Year CIP Period) ................................................................. 34
• Current Projects by Supervisor District (5 Year CIP Period) .................................................. 41
CIP Project Locations ........................................................................................................................ 49
Countywide Sections ........................................................................................................................ 51
• Countywide Infrastructure Replacement Requirements ...................................................... 52
• Joint Development Projects ................................................................................................ 70
Community Development ................................................................................................................. 73
• Athletic Field Program ....................................................................................................... 74
Athletic Field Maintenance and Lighting
Synthetic Turf Fields
• Revitalization and Neighborhood Improvements ................................................................. 79
Revitalization Maintenance and Development
Neighborhood Improvements
Court Facilities and Public Safety ...................................................................................................... 89
• Court Facilities .................................................................................................................... 90
Adult Detention Center
Courthouse
• Public Safety ...................................................................................................................... 95
Fire Stations
Police Stations
Government Facilities .................................................................................................................... 107
• Environmental and Energy Programs ................................................................................ 108
Energy Projects
Environmental Projects
Sustainability Policies for Building Construction
• Government Facilities and Programs ................................................................................. 122
Original Mount Vernon High School Redevelopment
Reston Town Center North Redevelopment
Workhouse
• Infrastructure Replacement and Upgrades ........................................................................ 129
ADA Compliance
Facility Repairs and Renewal
• Libraries ........................................................................................................................... 139
Table of Contents: Capital Improvement Program
Health and Human Services and Housing Development ................................................................... 145
• Health and Human Services .............................................................................................. 146
Community Centers
Human Services Centers/Shelters
• Housing Development ...................................................................................................... 160
Affordable Housing
Senior Housing
Parks .............................................................................................................................................. 165
• NOVA Parks ... ................................................................................................................... 166
• Park Authority ................................................................................................................. 171
ADA Compliance
Facility Renovations
Land Acquisition and Park Development
Public Schools ................................................................................................................................ 183
Transportation Initiatives ............................................................................................................... 191
Bicycle and Pedestrian Initiatives
Board of Supervisors Transportation Project Priorities (TPP)
County Road Program
Dulles Corridor Rail Project
Metro
Utility Services ................................................................................................................................ 211
• Solid Waste ...................................................................................................................... 212
I-66 Transfer Station
I-95 Landfill
• Stormwater Management ................................................................................................ 219
• Wastewater Management ................................................................................................ 229
Alexandria Renew Enterprises Plant
Arlington County Pollution Control Plant
DC Water Blue Plains Treatment Plant
Noman M. Cole, Jr. Water Recycling Facility (NCWRF)
Upper Occoquan Sewage Treatment Authority
• Water Supply .................................................................................................................... 236
Future Project Lists and Details ....................................................................................................... 241
• Projects by Function (Beyond 5 Year CIP Period) ............................................................... 242
• Projects by Supervisor District (Beyond 5 Year CIP Period) ................................................ 243
• Future Project Details ....................................................................................................... 245
Potential Shared Use Opportunities Lists ......................................................................................... 261
• Projects by Year (5 10 Year CIP Period) .............................................................................. 262
• Projects by Supervisor District (5 10 Year CIP Period) ......................................................... 264
Operational Budget Impacts of the CIP ............................................................................................ 266
Glossary .......................................................................................................................................... 269
i
Chairman and Members of the Board of Supervisors February 18, 2025
County of Fairfax
Fairfax, Virginia 22035
Chairman and Board Members,
I am pleased to forward for your review and consideration the FY 2026–FY 2030 Advertised Capital
Improvement Program (With Future Fiscal Years to FY 2035). The Capital Improvement Program (CIP)
is released concurrently with the FY 2026 Advertised Budget Plan. Each year, during the development
of the CIP, staff review, update, and provide recommendations on the following:
• The proposed Bond Referendum Plan;
• The County’s debt capacity based on existing and future proposed bond sales;
• The annual General Fund supported Capital Program;
• The Capital Sinking Fund;
• The Capital Programs supported by other taxes, fees and service rates;
• Colocation projects currently underway and planned for the future; and
• New Initiatives/Next Steps for the Future.
This year’s proposed CIP reflects a program that provides a proposed path forward into the future. This
plan will need to be evaluated annually in light of changing economic conditions.
Respectfully submitted,
Bryan J. Hill
County Executive
C o u n t y o f F a i r f a x , V i r g i n i a
To protect and enrich the quality of life for the people, neighborhoods and diverse communities of Fairfax
County.
Office of the County Executive
12000 Government Center Parkway, Suite 552
Fairfax, VA 22035-0066
703-324-2531, TTY 711, Fax 703-324-3956
www.fairfaxcounty.gov
FY 2026 FY 2030 Capital Improvement Program Summary
ii
The FY 2026 – FY 2030 Adopted Capital Improvement Program (CIP) was developed with input from
County agencies and to the extent possible, in accordance with the recommendations of the Joint
County Board/School Board CIP Committee. The CIP is ultimately governed by the Board adopted
Ten Principles of Sound Financial Management. When adopted, the CIP provides the framework for
the County Executive, the Planning Commission, and the Board of Supervisors to plan for capital
project requirements and manage the financing to support those projects.
The majority of the capital projects in the CIP require financing and are supported by the General
Obligation Bond Program. The CIP includes a Bond Referendum Plan which identifies future
referenda proposed for both the County and Fairfax County Public Schools (FCPS). The Bond
Referendum Plan is reviewed annually as projects may need to be added, and cost estimates
adjusted. The County’s capital construction program continues to experience project escalation and
rising cost projections. Due to current experience in the construction market, projected facility
renovation costs have increased and have required staff to adjust the schedules for some projects.
The Referendum Plan reflects changes to some of the Total Project Estimates (TPEs) based on the
most recent experience in the construction market.
The FY 2026 Program changes are highlighted in the table below.
Details of the changes to the Referendum Plan include:
Health and Human Services Facilities: The Health and Human Service Bond proposed for 2026 has
been adjusted to include the renovation and expansion of the Joanne Jorgenson Public Health
Laboratory. The current facility occupies 11,800 square feet in the former Belle Willard School
building. With the surge of the COVID-19 pandemic, the Health Department expanded its normal
operations and purchased a modular laboratory which provides an additional 1,500 square feet of
space. Both the existing Laboratory and the modular facility are space-constrained, hindering safety,
training, and the capacity to expand or change testing methods as public health needs evolve. The
County’s Health Lab is the sole local public health laboratory in the Commonwealth of Virginia,
performing over 200,000 analytical tests annually to ensure the health and safety of the citizens of
Fairfax County and surrounding jurisdictions. A feasibility study has been completed and an
estimated $35 million has been included for the Health Lab project as part of the 2026 Health and
Human Services Bond Referendum.
Current Plan Proposed Plan
Schools 2025, 2027, 2029 No change
Health and Human Services 2026
Added Health Lab Replacement; TPE changes
Early Childhood 2026 Adjusted from $50m to $25m in both 2026 and 2032
Libraries 2026 TPE changes; Centreville moved from 2026 to 2032
Parks 2026 No change
Metro 2028, 2032 No change
Public Safety 2030 No change
Proposed Changes to Bond Referendum Plan
CIP Development
Bond
Referendum
Plan
FY 2026 FY 2030 Capital Improvement Program Summary
iii
Early Childhood Facilities: The Bond Referendum Plan included an amount of $50 million for Early
Childhood Facilities in 2026. This CIP adjusts that amount to $25 million with a second tranche of
$25 million in 2032. The plan has been adjusted based on the current fiscal situation and the need
for additional funding required to operate the facilities. As part of the FY 2024 Carryover Review, the
Board of Supervisors approved an amount of $500,000 to support a feasibility study in advance of
the bond approval. This study is underway and will help determine optimal locations and cost
estimates associated with childcare centers throughout the County. It should be noted that Fund
40045, Early Childhood Birth to 5, has successfully provided support for several sites including Hybla
Valley Childcare Center, which is estimated to provide care for 86 children, and the Kingstowne
Childcare Center which will provide services for 78 children, including children whose families live
with moderate incomes.
Library Facilities: The Bond Referendum Plan included Kings Park Community, Herndon Fortnightly
Community, and Centreville Regional Libraries for renovations as part of the 2026 Library Bond.
Based on current experience and escalation in the construction market, the cost projections for these
library projects increased significantly. In order to accommodate the increased costs, the 2026
Library Bond Referendum now includes only two of the three top priority projects for the Fairfax
County Public Library (FCPL) staff. Both Kings Park and Herndon Fortnightly will remain on the 2026
Library Bond and Centreville Regional will be deferred until the next Library Bond Referendum in
2032. The 2032 Library Bond will include both Centreville and Chantilly Library renovations.
The above changes allow for cashflow projection levels to meet bond sale limits and accommodate
increases in project costs. It should be noted that these changes to the Bond Referendum Plan do
not change the cashflow support for the Park Authority which is planned to increase from $25 million
to $30 million in FY 2027.
A review of the County’s debt capacity is conducted annually. The CIP is analyzed for adherence to
the Ten Principles of Sound Financial Management, specifically as it relates to several debt ratios.
As of June 30, 2024, the ratio of debt to taxable property value was 0.94 percent, well below the 3
percent limit, and the ratio of debt to General Fund disbursements was 6.51 percent, well below the
10 percent limit. These two self-imposed debt ratio limits are designed to maintain a balance between
essential operating program expenditures and those for capital needs while preserving the County’s
AAA credit rating.
Although future debt ratios are projected to be well below the Board’s self-imposed limits, the
affordability of the debt service payments is a significant consideration. Funding debt service for both
the County and FCPS capital programs is only one of the many operational demands on the County
budget.
Finally, bond sales continue to benefit from the County’s triple-A bond rating. On January 22, 2025,
the County conducted a General Obligation bond sale at an interest rate of 3.57 percent, slightly
above the rate in January 2024 of 3.27 percent. This rate is evidence of the diverse mix of investors
seeking highly rated municipal bonds. The favorable reception of the County bonds in the
marketplace is also supported by the comparison of this interest rate to the Bond Buyer’s 20 bond
index, which stood at 4.28 percent on the day of the sale, 0.71 percent above the interest rate
received on the County’s bonds. In preparation for this bond sale, the County requested a bond rating
from Standard and Poor’s Corporation, Moody’s Investors Service, and Fitch Ratings and the
County’s triple-A bond rating was affirmed by all three agencies.
County Debt
Capacity
FY 2026 FY 2030 Capital Improvement Program Summary
iv
The County has for several years used other financing mechanisms, such as EDA or Fairfax County
Redevelopment and Housing Authority (FCRHA) bonds, to support various County projects. The
timing of General Obligation bond financing for some projects can be challenging given factors such
as development agreements, leasing arrangements, colocation opportunities, and both expedited or
delayed project timing due to other changes or opportunities.
Several projects are proposed in the 5-year CIP period to be funded by other financing mechanisms.
The Judicial Center Annex, the Penn Daw Fire Station, Shelter and Supportive Housing
Complex, and the first phase of the Reston Town Center North Redevelopment are planned to
be supported by EDA bonds beginning in the FY 2027 timeframe. During their deliberations on the
FY 2026 budget, the Board of Supervisors postponed action on the Judicial Center Annex from FY
2026 to at least FY 2027 due to the projected debt service requirements for FY 2027 and the current
fiscal climate. Future projects also include the Mount Vernon Colocation project which is currently
in the feasibility study phase.
During the annual analysis of the projects and their current form of financing, staff recommended
redirecting some older General Obligation bonds to address existing project shortfalls. The Penn
Daw Fire Station (2015 Bonds) and the Eleanor Kennedy Shelter (2016 Bonds) projects were
delayed in order to move forward with a design that will collocate the Penn Daw Fire Station with a
new Emergency Shelter and Supportive Housing component. The new Shelter and Supportive
Housing complex will replace the Eleanor Kennedy Shelter currently in leased space at the Fort
Belvoir Military Reservation. This new collocated complex is proposed to be funded using EDA bond
financing, thus making the General Obligation bonds available to support other projects underway
which are experiencing significant shortfalls. In addition, the Embry Rucker Shelter (2016) is included
in the Reston Town Center North Redevelopment project proposed to be financed using EDA bonds
and these General Obligation bonds can also be redirected to address shortfalls in Human Services
projects ready for construction bidding. The debt capacity analysis already includes these larger
colocation projects as EDA financed projects, therefore, the General Obligation bonds were
reallocated to other projects as part of the FY 2025 Third Quarter Review. This action allows older
bonds to be sold within the bond sale time limits (8 years with possible 2-year extension) and
provides the funding necessary for several projects ready to proceed to construction.
The total General Fund capital program includes an amount of $23,155,700 for commitments,
contributions, and facility maintenance and $8,852,000 for Paydown projects. The Paydown program
excludes those projects that are on-going maintenance projects or annual contributions. Paydown
includes infrastructure replacement and upgrades, ADA compliance, athletic field improvements, and
other facility improvements. In recent years, it has been the Board of Supervisors’ practice to fund
some or all of the annual infrastructure replacement and upgrade project requirements using one-
time funding as available as part of budget quarterly reviews.
The FY 2026 budget does not fully dedicate the value of a penny of the Real Estate tax to the capital
program as recommended by the Joint CIP Committee. The FY 2026 Adopted Budget Plan includes
a total of $5 million, or $2.5 million each for the County and School capital programs which is level
with the FY 2025 Adopted Budget Plan. In addition, debt service increases associated with the
additional bond sales total $16.5 million for both County and Schools reaching a total of $21.5 million.
The FY 2026 General Fund Supported Program is illustrated below:
Projects
Proposed for
Other
Financing
General Fund
Supported
Capital
Program
FY 2026 FY 2030 Capital Improvement Program Summary
v
* Reflects General Fund support only. Other funding sources, such as dedicated revenue and bond funding, are not
included in these totals.
In addition to funding approved as part of the annual budget, the Board of Supervisors has allocated
a portion of available year-end balances to the Capital Sinking Fund. The Capital Sinking Fund was
previously populated based on 20 percent of available year-end balances. Based on the
recommendations of the Joint CIP Committee, the Capital Sinking Fund was increased from 20
percent to 30 percent and includes FCPS in the allocation of funds. The funding is allocated as
follows: 45 percent for Facilities Management Department (FMD), 25 percent for FCPS, 15 percent
for parks, 7 percent for walkways, 5 percent for County-owned roads, and 3 percent for revitalization
improvements. Funding provides for infrastructure replacement and upgrades, such as roofs, HVAC
and electrical systems, and reinvestment in trails, pedestrian bridges, and other infrastructure
improvements.
FY 2026 General Fund Supported Capital Program*
Commitments,
Contributions, and
Facility Maintenance
Paydown
Total General
Fund Support
ADA Improvements
$0
$850,000
$850,000
Athletic Field Maintenance and Sports
Projects
$6,013,338
$1,700,000
$7,713,338
Environmental Initiatives
$1,300,000
$0
$1,300,000
NOVA Parks Contribution
$3,577,710
$0
$3,577,710
Ongoing Development Efforts
$2,095,000
$200,000
$2,295,000
Other Maintenance
$2,086,080
$0
$2,086,080
Park Authority Maintenance Program
$2,561,000
$2,102,000
$4,663,000
Payments and Obligations
$4,522,572
$0
$4,522,572
Reinvestment in County Roads and
Walkways
$0
$1,000,000
$1,000,000
Revitalization Maintenance
$1,000,000
$0
$1,000,000
Traffic Calming Program
$0
$500,000
$500,000
Subtotal
$23,155,700
$6,352,000
$29,507,700
Joint CIP Committee Recommendations
County Infrastructure Replacement and
Upgrades
$0
$2,500,000
$2,500,000
Subtotal
$0
$2,500,000
$2,500,000
Total General Fund Support
$23,155,700
$8,852,000
$32,007,700
Capital Sinking
Funds
FY 2026 FY 2030 Capital Improvement Program Summary
vi
Since FY 2014, a total of $205,002,000 has been dedicated to the capital sinking fund and allocated
for infrastructure replacement and upgrades in the following areas:
Program Area
Total Allocated to Date
County Roads
$13,943,451
FCPS
28,919,475
FMD
101,183,315
Parks
35,216,506
Revitalization
7,354,967
Walkways
18,384,286
Total
$205,002,000
The Capital Sinking Fund allocations have enabled agencies to continue much of the important
annual replacement and upgrade work required for infrastructure and facilities throughout the
County. Status updates regarding the use of sinking funds are provided to the Board of Supervisors
periodically.
Several colocation and shared use projects are now underway, and the County and FCPS continue
to explore future opportunities. Colocation sites offer a way to maximize limited space, locate
complementary programs and services together, reduce reliance on leased space, address gaps in
service delivery, and improve efficiency.
Feasibility study funding approved in recent years is currently supporting a master planning study
which will explore colocation opportunities in the Mount Vernon area. Several projects are currently
planned for this area including the Mount Vernon Fire Station, the Mount Vernon Police Station, and
the Sherwood Library. The planning effort will explore County and FCPS facilities and other potential
partners in the area. A second study is underway in the Mason District and will support a building
condition assessment and explore opportunities for the Willston Multi-Cultural Center site. The
Willston Multi-Cultural Center is planned to be redeveloped for educational, governmental, cultural,
or human services uses.
Some of the major projects already underway include:
Kingstowne Complex:
The Kingstowne Complex will collocate the Franconia Police Station, the Franconia District
Supervisor’s Office, the Franconia Museum, the Kingstowne Library, an Active Adult Center, and a
childcare center into one comprehensive facility. The complex will also include garage parking and
a County fueling station. Colocation of these facilities at this site will support a single, multi-agency
complex and maximize the use of the space, provide efficiencies, and enhance services for the
community. The colocation also allows the Police Station and Supervisor’s Office to remain
operational during construction without the need for temporary space or disruptions to operations.
Construction is underway with an anticipated completion date of fall 2025.
Shared Use/
Colocation
Opportunities
FY 2026 FY 2030 Capital Improvement Program Summary
vii
Original Mount Vernon High School Redevelopment:
A variety of programs and functions will be included in the phased redevelopment of the Original
Mount Vernon High School site, as coordinated with the Mount Vernon and Franconia District
communities. It is anticipated that the facility will provide pathways to opportunity for the community
through a wide range of programs and spaces. The Teen/Senior Program from the Gerry Hyland
Government Center relocated to the renovated space near the gym in spring 2020. This project is in
the construction phase and is anticipated to be completed in fall 2026.
Stormwater/Wastewater Facility:
This collocated facility will combine the functions of the Stormwater Planning Division, Maintenance
and Stormwater Management Division, Wastewater Planning and Monitoring Division, and
Wastewater Collection Division to maximize efficiencies of all operations. The new facility will
address building and space deficiencies at the current Wastewater Collection facility and the
Stormwater Management facility. EDA bonds financed the project and Stormwater and Wastewater
revenues provide for the annual debt service requirements. Construction is underway and completion
is projected in late 2026.
Other shared complexes in the planning stages include the Reston Town Center North
redevelopment, the Judicial Complex redevelopment, the development of the Herndon Monroe Park
and Ride/Herndon Monroe Metro Station Garage site, and the Penn Daw Fire Station/Permanent
and Supportive Housing project.
A County staff task force continues to work to identify future opportunities by comparing the needs
in the CIP with several other County and School needs. As facilities are renovated or new facilities
are planned, staff is evaluating the possibility of including Early Childhood Education space,
Affordable Housing, and other complimentary County services to provide efficiency of services to
citizens and savings in construction costs. Staff is currently using mapping software to identify other
opportunities for future colocations.
For the first time, the CIP includes a discussion of equity initiatives and the equity review process in
each of the County CIP sections. Equity was included as a factor in both the budget and CIP decision
making process. Equity Impact forms were submitted by agencies with appropriate budget requests
and annual CIP discussions with agencies included equity discussions related to their capital project
proposals. Agencies have included both internal and external equity considerations and examples
of initiatives underway in their respective program areas.
The Department of Planning and Development staff, the Planning Commission, and other
stakeholder agencies continue to collaborate to update several elements of the Policy Plan. On
December 6, 2022, the Board of Supervisors authorized the consideration of a Comprehensive Plan
amendment to update the Countywide Policy Plan. The Countywide Policy Plan consists of the
following elements: Preface and Introduction, Land Use, Transportation, Housing, Environment,
Economic Development, Heritage Resources, Public Facilities, Human Services, Parks and
Recreation, Revitalization, and Visual and Performing Arts. The goals of the update are to review,
update, and streamline existing Policy Plan elements; add new Policy Plan elements as needed; and
ensure the Policy Plan is in alignment with the Countywide Strategic Plan, the One Fairfax Policy,
and other recently adopted policies and initiatives. The first phase of the project includes updating
Equity Review
and Initiatives
Public
Facilities/
Policy Plan
Update
FY 2026 FY 2030 Capital Improvement Program Summary
viii
the Preface and Introduction, Land Use, Transportation, Environment, Human Services, and Parks
and Recreation elements, as well as adding a Healthy Communities element, and the incorporation
of policies related to equitable development.
Through a separate authorization, the revised Public Facilities Element of the Policy Plan was
approved at public hearings by the Planning Commission on March 20, 2024, and the Board of
Supervisors on May 7, 2024. These elements are the foundation for providing Comprehensive Plan
policy and guidance for establishing capital facility projects throughout the County. This includes
planning, funding, reviewing, and approving these projects through various processes. This also
includes review of the CIP and alignment with the County’s Comprehensive Plan. The Public
Facilities, Environment, Transportation, Parks and Recreation, Human Services, Economic
Development, and Housing elements of the Policy Plan all provide guidance in shaping capital facility
planning for Fairfax County.
In addition to the annual updates to capital projects approved by the Board of Supervisors as part of
budget quarterly reviews and minor adjustments to bond project cashflow timelines based on actual
project progress, the following changes are noted since the adoption of the FY 2025 – FY 2029
Capital Improvement Program.
Joint CIP Committee Recommendations
Although the FY 2026 budget does not dedicate the value of a penny of the Real Estate tax to
the capital program as recommended by the Joint CIP Committee, it does continue the FY
2025 level of funding set aside for both the County and FCPS Paydown Programs. A
continuation of $5 million has been provided ($2.5 million each) in FY 2026.
General Fund Capital Program
The FY 2026 General Fund Supported Capital Program is approved at $32,007,700
representing a decrease of $450,000 from the FY 2025 Adopted Budget Plan. This decrease
is part of the Park Authority’s targeted reductions proposed to balance the FY 2026 budget and
includes a $200,000 reduction in forestry operations and a $250,000 reduction in athletic court
maintenance.
Self-Supporting Funds Capital Programs
Rates approved in the FY 2026 Adopted Budget Plan will support proposed capital programs.
Changes to the Bond Referendum Plan
Approved changes include: increases associated with Kings Park and Herndon Fortnightly
libraries due to construction escalation and a shifting of Centreville Library renovation to 2032;
inclusion of the Health Lab renovation project in the Bond Plan; and an adjustment for Early
Childhood Bonds from $50 million in 2026 to $25 million in both the 2026 and 2032
Referendums. It should be noted that these changes to the Bond Referendum Plan do not
change the cashflow support for the Park Authority which is planned to increase from $25
million to $30 million in FY 2027.
Projects supported by EDA Bonds or Other
Financing Methods
The Judicial Center Annex (Building One) project was proposed to be funded by EDA bonds in
FY 2026. During their deliberations on the FY 2026 budget, the Board of Supervisors
postponed action on the Judicial Center Annex at least one year, from FY 2026 to FY 2027 due
to the projected debt service requirements for FY 2027 and the current fiscal climate. Additional
projects proposed include the Reston Town Center North Redevelopment project, the Penn
Daw Fire Station, Shelter and Supportive Housing Complex, and a potential Mount Vernon
Colocation project.
Capital Sinking Fund
All Sinking Fund projects have been updated to reflect the allocations approved as part of the
FY 2024 Carryover Review . The total amount approved for the Sinking Fund to date is over
$200 million (approximately $20 million per year). The Sinking Fund allocation is now based
on 30 percent of year end balances and includes an allocation for FCPS as recommended by
the Joint CIP Committee.
Equity Review and Initiatives
The FY 2026 CIP includes, for the first time, a discussion of equity initiatives and the review
process in each CIP section. Equity was included as a factor in the CIP discussions with each
agency regarding their capital project proposals.
Changes to the FY 2025 CIP
Summary of
Changes from
FY 2025 CIP
FY 2026 FY 2030 Capital Improvement Program Summary
ix
The CIP evaluation process is evolving and is adjusted annually to accommodate infrastructure
conditions, regulatory mandates, and current construction market conditions. The CIP is also
developed based on the County values identified in the Strategic Plan and other social factors, such
as equity and economic opportunity. County and FCPS staff continue to work together to identify
opportunities and strengthen the links between the two capital programs.
Staff is also working through the challenges associated with project cost increases and will continue
to monitor projects and identify when additional project funding is required for previously approved
projects. Project costs continue to increase due to inflation, requirements associated with the Board
of Supervisors Sustainable Development Policy and Operational Energy Strategy, and the County
ordinance requiring payment of prevailing wages on projects over $250,000. Existing building
projects are being reviewed on a case-by-case basis as construction bids are analyzed. The Board
of Supervisors did approve a General Fund Construction Escalation Reserve to help offset some of
the cost challenges on existing projects. Future projects in the Bond Referendum Plan will need to
continue to be monitored on an annual basis.
Future CIP
Efforts and
Challenges
Capital Improvement Programming is a guide for the efficient and effective provision of public
facilities. Programming capital facilities over time can promote better use of the County’s limited
financial resources and assist in the coordination of public and private development. In addition, the
programming process is valuable as a means of coordinating and taking advantage of joint planning
and development of facilities where possible. By looking beyond year-to-year budgeting and
projecting what, where, when, and how capital investments should be made, capital programming
enables public organizations to maintain an effective level of service for both the present and future
population.
The result of this continuing programming process is the Capital Improvement Program - the CIP -
which is the County’s five-year roadmap for creating, maintaining, and funding present and future
infrastructure requirements. The CIP addresses the County’s needs relating to the acquisition,
expansion, and rehabilitation of facilities and infrastructure. The CIP serves as a planning instrument
to identify needed capital projects and coordinate the financing and timing of improvements in a way
that maximizes the return to the public. It provides a planned and programmed approach to utilizing
the County’s financial resources in the most responsive and efficient manner to meet its service and
facility needs. It serves as a “blueprint” for the future of the community and is a dynamic tool, not a
static document.
The underlying strategy of the CIP is to plan for land acquisition, construction, and maintenance of
public facilities necessary for the safe and efficient provision of public services in accordance with
broad policies and objectives adopted in the County’s Comprehensive Plan. A critical element of a
balanced CIP is the provision of funds to both preserve or enhance existing facilities and provide
new assets to respond to changing service needs and community growth. While the program serves
as a long-range plan, it is reviewed and revised annually based on current circumstances and
opportunities. Priorities may be changed due to funding opportunities or circumstances that cause
a more rapid deterioration of an asset. Projects may be revised for significant costing variances.
The CIP is primarily a planning document. As such, it is subject to change each year as the needs
of the community become more defined and projects move closer to final implementation. The
adoption of the Capital Improvement Program is neither a commitment to a particular project nor a
limitation to a particular cost. As a basic tool for scheduling anticipated capital projects and capital
financing, the CIP is a key element in planning and controlling future debt service requirements. For
this reason, the CIP includes some projects where needs have been defined, but specific solutions
or funding amounts have not been identified.
When adopted, the CIP provides the framework for the County Executive, the Planning Commission,
and the Board of Supervisors for managing bond sales, and conducting project and investment
planning. Fairfax County’s CIP includes not only a 5-year plan, but an outlook that includes a glance
at the potential long-term requirements beyond the current 5-year period.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 1
The comprehensive capital project planning process has three essential components:
• The Comprehensive Plan (Long-term Element, 20-25 years)
• The Capital Improvement Program (Mid-term Element, 5-10 years)
• The Capital Budget (Short-term Element, 1 year)
The Comprehensive Plan is a component of the planning process, or a generalized model of the
future, that expresses policy directions for a 20-25 year period. The Comprehensive Plan and the
CIP are mutually supportive - the Plan identifies those areas suitable for development, as well as the
public investment they will require, and the CIP translates those requirements into capital projects
designed to support the goals and policies of the Comprehensive Plan. This ensures that necessary
public facilities are planned in a time frame concurrent with private development. By providing a
realistic schedule for the provision of facilities, orderly development in the best interests of the
citizens of Fairfax County can be achieved.
Many projects recommended for implementation in the Plan are not included in the five-year CIP
period but may be incorporated into the CIP as existing needs are met and additional growth occurs.
The extent to which growth either does or does not occur in each area will influence both the timing
and scope of capital projects. While it is a desired goal to minimize public facility deficiencies, it is
equally desirable that only those projects with an identified need be constructed.
The annual Capital Budget serves to appropriate funds for specific facilities, equipment, and
improvements. For projects supported by the General Fund, the first year included in the CIP reflects
the approved annual capital budget funding level. Funding for subsequent years in the program are
included for planning purposes only and do not receive ultimate expenditure authority until they are
analyzed and incorporated into the annual Capital Budget and approved by the Board of Supervisors.
In general, General Obligation Bond funded projects and projects supported by other financing are
reflected in the 5-year program with the cashflow required for spending reflected in each year. The
CIP is a “rolling” process and subsequent year items in the CIP are evaluated annually and advanced
each fiscal year.
The CIP is prepared pursuant to Article 5 of Section 15.2-2239 of the Code of Virginia, as amended,
which reads:
“A local planning commission may, and at the direction of the governing body shall, prepare and
revise annually a capital improvement program based on the comprehensive plan of the locality for
a period not to exceed the ensuing five years. The commission shall submit the program annually
to the governing body, or to the chief administrative officer or other official charged with preparation
of the budget for the locality, at such time as it or he shall direct. The capital improvement program
shall include the commission's recommendations and estimates of cost of the facilities and the
means of financing them, to be undertaken in the ensuing fiscal year and in a period not to exceed
the next four years, as the basis of the capital budget for the locality. In the preparation of its capital
budget recommendations, the commission shall consult with the chief administrative officer or other
executive head of the government of the locality, the heads of departments and interested citizens
and organizations and shall hold such public hearings as it deems necessary.”
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 2
The capital program and budget are the result of an ongoing infrastructure planning process.
Infrastructure planning decisions must be made about both existing and new facilities and equipment.
For existing facilities, the planning process addresses appropriate capital renewal strategies and
repair-versus-replacement of facilities. New service demands are also considered as they often
affect capital facility requirements. Planning for the five-year Capital Improvement Program period,
and the subsequent five years, includes linking the Public Facilities Plan portion of the
Comprehensive Plan to the capital requirements, conducting needs assessments, and allowing for
flexibility to take advantage of opportunities for capital investment.
Recommendations for the appropriate funding and phasing of projects are coordinated with the
respective agencies and the County Executive’s Office, and an Advertised Program is developed.
The Advertised Capital Improvement Program is presented to the Fairfax County Planning
Commission in March, at which time a workshop with agencies and public hearings are held. After
completing its review of the Advertised Program, the Planning Commission forwards its
recommendations to the Board of Supervisors for consideration. The Board of Supervisors holds
public hearings on the Advertised CIP, concurrent with the County’s Annual Budget hearings, then
adjusts and adopts the Program in April/May.
SEPTEMBER
OCTOBER -
NOVEMBER
DECEMBER
FEBRUARY
MARCH - MAY
Departments prepare
CIP Requests
CIP Review Team meets
with Agencies and the
County Executive
Debt Analysis /
Recommendations
discussed with County
Executive and Deputies
CIP released with Annual
Budget
Planning Commission
Workshops, Public
Hearings, Markup,
Board Budget
Committee Meetings,
Public Hearings, and
Adoption
CIP
CALENDAR
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 3
A CIP Review team is responsible for reviewing capital project requests and providing
recommendations to the County Executive annually. This team is comprised of technical staff from
the Office of the County Executive, the Department of Management and Budget, the Department of
Planning and Development, and the Department of Public Works and Environmental Services. This
team also conducts an in-depth analysis of the impact of the Capital Program on cash flow and
bonding requirements, as well as the County’s ability to finance, process, design, and ultimately
maintain projects. The team meets regularly throughout the year.
The overall goal of the CIP Review Team is to develop CIP recommendations that:
• Preserve the past, by investing in the continued upgrade of County assets and infrastructure;
• Protect the present with improvements to County facilities; and
• Plan for the future.
Projects most often are forwarded to the team by a sponsoring department, which is responsible for
their implementation. In proposing a five-year capital plan, the CIP Team considers the feasibility of
all proposed capital projects by evaluating their necessity, priority, location, cost and method of
financing, availability of federal and state aid, and the necessary investment in the County’s
infrastructure. The CIP is developed annually using the following 10 Principles of Capital
Improvement Planning.
1. The Board of Supervisors’ goals and the adopted Comprehensive Plan, specifically the Land
Use Plan and the Policy Plan, are the basis for capital planning in Fairfax County. The Capital
Improvement Program (CIP) shall execute the goals and objectives of the adopted
Comprehensive Plan for Fairfax County.
2. Pursuant to Section 15.2-2239 of the Code of Virginia, the Planning Commission shall review
and recommend annually the County’s Capital Improvement Program based on the adopted
Comprehensive Plan for the consideration of the governing body. Public participation in the CIP
process is essential and shall continue to be encouraged.
3. Criteria consistent with the Comprehensive Plan, and with the principles stated herein, shall be
established to guide the selection and prioritization of CIP projects.
4. The development of the CIP shall be guided by the principles of life cycle planning to ensure
that long-term maintenance, renewal, and replacement requirements are adequately addressed
to protect the County’s investment and maximize the useful life of facilities. The County shall
allocate an appropriate amount of its general operating, special revenue, enterprise, and other
funds to finance ongoing infrastructure maintenance, renewal, and replacement of facilities.
Facilities are defined to include all fixed installations constructed and/or maintained with public
funds, including buildings and structures, utilities, and related improvements.
5. The CIP shall include the fiscal impact of each project and identify unfunded capital requirements
to adequately anticipate resource requirements and capacity to provide services beyond the
planning period.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 4
6. The CIP shall support the County's efforts to promote economic vitality and high quality of life.
The CIP should recognize the revenue generating and/or cost avoiding value of making public
infrastructure improvements to spur private reinvestment and revitalization in support of County
land use policy.
7. The CIP shall support the County’s efforts to encourage the development of affordable and
effective multi-use public facilities as feasible.
8. The CIP shall be developed to provide facilities that are cost effective, consistent with
appropriate best practice standards, community standards, and expectations of useful life.
9. The County will endeavor to execute the projects as approved and scheduled in the CIP. Value
Engineering principles will continue to be applied to appropriate capital projects. Changes in
project scope, cost and scheduling will be subject to close scrutiny.
10. The CIP shall be guided by the County’s adopted Ten Principles of Sound Financial
Management.
Project Urgency
• What are the most urgent projects and why?
• Is the project needed to respond to state or federal mandates?
• Will the project improve unsatisfactory environmental, health, and safety conditions?
• What will happen if the project is not built?
• Does the project accommodate increases in demand for service?
Project Readiness
• Are project-related research and planning completed?
• Are all approvals, permits, or similar requirements ready?
• Have affected citizens received notice and briefings?
• Are the appropriate departments ready to move on the project?
• Is the project compatible with the implementation of the other proposed projects?
Project Phasing
• Is the project suitable for separating into different phases?
• Is the project timing affected because funds are not readily available from outside sources?
• Does the project have a net impact on the operating budget?
• Does the project preserve previous capital investments or restore a capital facility to adequate
operating condition?
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 5
Planning Questions
• Is the project consistent with the Comprehensive Plan?
• Can projects of similar use or purpose be collocated at one location?
• Does the project increase the efficiency of the service delivery?
• Is there an opportunity to include Early Childhood Education facilities or Affordable Housing as
part of the project?
• Will any groups be adversely affected by the project?
• What geographic areas does the project serve?
• Does the project promote equity?
As capital projects are identified, the above evaluation questions are used as an assessment tool in
concert with the Criteria for Recommending Future Capital Projects regarding the immediate, near
term, long term, or future timing of project implementation.
The following criteria are intended to guide decision making and may be adjusted as necessary. All
capital projects must support the goals established by the Board of Supervisors and the adopted
Comprehensive Plan and conform to specified standards mentioned in the Plan. Other County or
best practice standards may be cited as long as they are not in conflict with the Comprehensive Plan
or Board directives. Projects are categorized based on priority and recommended for appropriate
funding sources (i.e., general funds, bonds, special revenue funds) according to their criticality or
other standards as recommended by the staff, Board of Supervisors, School Board, Planning
Commission, or other advisory body. Actual project commencement and completion are subject to
identification of resources and annual appropriation by the Board of Supervisors.
Near Term
Projects are anticipated to be moved to the 5-year plan within 1–3 years. Many of these projects are
scheduled for funding as part of the County Bond Referendum Plan. Examples of such projects may
exhibit the following criteria:
• Eliminate a threat to personal and public safety.
• Alleviate threats to property or the environment.
• Respond to a court order or comply with approved Federal or State legislation.
• Have significant Federal/State commitment or significant private sector investment.
• Preserve existing resources or realize significant return on investment.
• Preserve previous capital investment or restore capital facilities to adequate operating condition.
• Respond to Federal or State mandates in compliance with extended implementation schedules.
• Generate significant revenue, are self-supporting, or generate cost avoidance (return on
investment and/or improved efficiency).
• Alleviate existing overcrowded conditions that directly contribute to the deterioration of quality
public services.
• Generate private reinvestment and revitalization.
• Have significant public expectations as demonstrated by development proffers or other Board
action.
• Support the County’s efforts to encourage development of affordable and effective multi-use
public facilities.
• Promote equity.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 6
Long Term
Projects may be moved to the 5 Year plan within 4–5 years. Some of these projects are scheduled
in the County Bond Referendum Plan and some are included in the Future Projects Lists and Details.
Examples of such projects may exhibit the following criteria:
• Accommodate projected increases in demand for public services and facilities.
• Maintain support for public services identified by citizens or appointed Boards and Commissions
as a priority furthering the goals and objectives established by the Comprehensive Plan.
• Meet new program goals or respond to new technology.
• Fulfill long term plans to preserve capital investments.
County staff have been considering colocation opportunities for many years in support of a
Resolution on Joint and Compatible Facility Uses approved by the Board of Supervisors on
September 24, 2007. This resolution was designed to affirm cooperation between the Board of
Supervisors and the School Board in planning and delivering facility space for both County and
School services. The resolution states that “in order for administrative, maintenance, and educational
facilities to provide services in the most cost effective, efficient, and customer friendly manner
possible, colocation of services within both County and School buildings offers the potential to reduce
administrative, construction, and maintenance costs.” Colocation is often defined as the location of
two or more organizations sharing physical space on a regular basis. Colocations offer many
benefits, including resource conservation and operational cost-efficiencies. The colocation of public
facilities can enhance the delivery of services, address resource constraints, and encourage agency
coordination and interaction. Collocating public facilities can benefit the public by more efficiently and
cost effectively providing services.
Colocation of facilities can also address increasing scarcity of available land, aged and obsolete
facilities, demographic changes impacting service needs, a reduction in the duplication of services,
a desire to enhance user one-stop access, and capital and operational cost savings. Capital costs
may be reduced primarily through the efficient use of space and construction economies, while
operating costs may be reduced primarily through shared support spaces, building systems, and
parking.
County staff is actively reviewing opportunities for colocation of multiple County services as well as
colocation of County and FCPS services. Some recent colocation projects that are underway or
recently completed throughout the County include: the Lorton Library and Community Center project;
the Kingstowne Complex which includes the Franconia Police Station, Museum, Kingstowne Library,
Childcare, and Senior Center Project; the Stormwater/Wastewater facility project; and the Original
Mount Vernon High School redevelopment project. Some projects planned for the future include the
Reston Town Center North redevelopment, the Judicial Center Complex redevelopment, and
potential opportunities in the Mount Vernon area and the Willston Center area.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 7
The CIP evaluation process is evolving to include not only infrastructure conditions, regulatory
mandates, and project readiness factors, but County values and social factors, such
as equity and economic opportunity. The CIP project prioritization process includes
the One Fairfax Initiative in all decision making. One Fairfax is a joint social and racial
equity policy of the Fairfax County Board of Supervisors and School Board. It commits
the County and schools to intentionally consider equity when making policies or
delivering programs and services. It is a declaration that all residents deserve an
equitable opportunity to succeed—regardless of their race, color, sex, nationality,
sexual orientation, religion, disability, income, or where they live. Each Fairfax County
Government agency has established committees comprised of employees who are committed to
applying an equity lens to all programs across the County. Most CIP programmatic section includes
a statement outlining how CIP projects in those areas are evaluated using an equity focus and
analysis.
County staff continues to be engaged in a strategic planning effort to focus on community-based
outcomes and priorities. The Countywide strategic planning effort is critical for the future to focus
County priorities, addressing the needs of the growing community, changing the service delivery
model, and balancing finances. The community strategic plan approach, which clearly defines and
measures goals, supplemented by a renewed focus on data, was designed to frame the
conversations about future opportunities. On October 5, 2021, the Board of Supervisors adopted
the Countywide Strategic Plan which will influence how the County makes decisions, sets policies,
allocates resources, implements strategies, and measures results. The following ten priority area
outcomes are outlined in this strategic plan:
• Cultural and Recreational Opportunities
• Economic Opportunity
• Effective and Efficient Government
• Empowerment and Support for Residents Facing Vulnerability
• Environment and Energy
• Healthy Communities
• Housing and Neighborhood Livability
• Lifelong Education and Learning
• Mobility and Transportation
• Safety and Security
The development of the Budget and the CIP will support the mission of the strategic plan and support
a more enhanced alignment of resources and strategies.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 8
The Infrastructure Financing Committee (IFC), a joint School Board/County Board Committee,
established in April 2013, approved the use of common definitions for various capital projects,
operational maintenance, and infrastructure replacement and upgrades. These definitions are used
in the development of both the County and FCPS Capital Improvement Programs.
Operations and Maintenance refers to the recurring, day-to-day, periodic, or scheduled
maintenance/repairs required to preserve, control deterioration, and provide for the basic operation
of a facility. This type of maintenance is routine, recurring, and is based on frequency schedules,
responding to service requests, or through periodic inspection and correction efforts. Operations
and Maintenance efforts are an essential part of the on-going care and up-keep of any facility.
Operations and Maintenance is typically funded through operational budgets. Examples of
Operations and Maintenance include:
• Carpentry – broken doors, ceiling tile replacement, replacement windows
• Electrical – power malfunctions, replacement light bulbs, elevator/escalator repairs
• Janitorial – custodial services, trash removal
• Mechanical systems – replacing filters, belts on HVAC equipment
• Painting – painting walls
• Plumbing – dripping faucets, clogged pipes
• Replacement – gym floors, carpet tiles, roof top HVAC components, field lighting
• Upgrades – improvements to meet Americans with Disabilities Act (ADA) standards
Infrastructure Replacement and Upgrades refers to the planned replacement of building subsystems
that have reached the end of their useful life. These systems, once replaced, will have an average
life cycle of 20 years or more. Without significant reinvestment in facility subsystems, older facilities
can fall into a state of ever-decreasing condition and functionality, and the maintenance and repair
costs necessary to operate the facilities increase. Currently these types of Infrastructure
Replacement and Upgrades are funded within operational budgets or financed using municipal
bonds. Examples of Infrastructure Replacement and Upgrades include:
• Electrical System Replacement
• Elevator Replacement
• Emergency Generator Replacements
• Fire Alarm System Replacements
• HVAC Replacements
• Parking Lot Resurfacing
• Plumbing Systems Replacements
• Roof Replacement
• Sprinkler Systems
• Windows Replacements
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 9
Renovations are performed on a facility to replace all subsystems which have outlived their useful
life, as well as alter, modernize, expand, or remodel the existing space. Renovations also may
improve or modernize the operations and functions of the facility and bring it up to current code
standards. Renovations are typically financed through municipal bonds.
New Construction refers to the construction of a new facility or expansion of an existing facility with
no other renovation work performed on the existing building. New Construction is typically financed
through municipal bonds.
Current Project Lists
The CIP includes a comprehensive listing of all projects contained in the 5-Year CIP Period. The
lists of projects in the 5-Year CIP Period are available by function and by Supervisor District.
GIS Maps
Many of the current CIP projects are included in a GIS link which identifies locations for those projects
with a selected or fixed site on the County map. Projects can be viewed by functional area or
magisterial district. Additional links to other related GIS maps are also included in the CIP.
Countywide Infrastructure Replacement and Upgrades
This section provides a compilation of the Infrastructure Replacement and Upgrade requirements
associated with the various program areas contained in the CIP. Infrastructure Replacement and
Upgrades is the planned replacement of building subsystems, such as roofs, electrical systems,
HVAC systems, and plumbing systems, that have reached the end of their useful life. Infrastructure
replacement and upgrades are prioritized based on life safety concerns, repair history, and
availability of replacement parts.
Joint Development Projects
This section of the CIP consolidates all projects partially or wholly financed through partnership
agreements. Most of these partnerships are with private entities; however, some may include
regional, state, or federal partners. The capital facilities referred to in this section represent multiple
program areas but may not have been previously included in the CIP, as one of the advantages of
the Joint Development Projects process is to accomplish the construction of needed facilities sooner
than the normal process and funding availability would allow. Projects with these types of
partnerships are presented in this section to provide a more comprehensive view of partnership
activity in the County.
Functional Program Areas
Each functional area contains program goals. Within most functional areas, separate sections
denote current initiatives and issues, links to the Comprehensive Plan, and specific project
descriptions. Specifically identified are the costs for the current fiscal year (the Capital Budget) and
anticipated costs for each of the four succeeding fiscal years. These five years, the current budgeted
or expended amounts, and the anticipated future costs provide the total estimated cost of each
project. Following the project descriptions and justification statements, a cost summary chart has
been included which depicts each project’s timeline. These funding schedules indicate the total cost
of each project and the amounts scheduled over the five-year CIP period. In addition, these tables
show the source of funding for each project.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 10
Future Project Lists and Details
The CIP also includes a listing of future potential projects “Beyond the 5-Year CIP Period”. Lists are
also available by function and by Supervisor District. For each potential project beyond the 5-year
period, a Project Detail Sheet is included with the description and justification for the project, and
potential operational costs (if known). No preliminary scoping and concept work has been completed
for these projects and estimates are often estimated in today’s dollars. Therefore, each estimate is
considered an “Estimate - No Scope, No Inflation” (ENSNI).
Potential Shared-Use Opportunities Lists
These lists are provided to facilitate the planning of potential shared Fairfax County Public School
(FCPS) and Fairfax County Government facilities. Lists are available by Supervisory District and by
year.
Operational Budget Impacts of the CIP
This section of the CIP provides rough estimates for operational costs associated with current and
future CIP projects. These estimates are in current budget year dollars, with no inflation applied. It
is anticipated that all of these budget estimates will be reviewed in more detail as facility conceptual
designs are completed.
Although capital projects are unique, County staff approach each project with a typical set of outreach
initiatives that can be adapted as needed. Staff collaborate with all the project stakeholders to
determine an equitable public outreach approach and engage community members living in the
project area. The stakeholders include: the District Supervisor, Planning Commissioner, user
agencies, DPWES, and various community groups, civic associations, HOAs, zoning and land use
committees, and others. The community is invited to a public engagement meeting when the project
is in the early stages of the design process. These meetings are often followed by meetings with
individual residents or community groups and any concerns are addressed at a second community
meeting. Additional community meetings and updates may occur based on the level of community
interest/involvement. In addition, during the early stages of the project, some of the user agencies
may hold separate meetings to aid in determining what services/programs the community might want
included in the facility. This is particularly important for community center and recreational center
programming. Following the community meetings, the project is presented to the appropriate land
use committee or committees if more than one district is involved. This generally entails two
meetings: the first is informational and the second is designed to address comments or concerns
from the first meeting. Other avenues to inform the community that are used to facilitate community
outreach for capital projects include: County or project specific websites, social media posts, flyers,
surveys, citizen committees, Board of Supervisors’ Newsletters, email correspondence, or direct
contact with neighbors.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 11
The following diagram depicts the evolution of a capital project from inception to approval in the CIP,
to construction completion. Project concepts and facility planning are developed in response to need
and identification in the Comprehensive Plan. In addition, projects can be initiated by citizen groups
or the Board of Supervisors. Capital project requests are submitted by County agencies and
reviewed by the CIP team, the County Executive, the Planning Commission, and the Board of
Supervisors. Once a project has been included in the CIP and approved in the annual budget, the
following phases are executed:
• Project Development: The County identifies project requirements and defines a project’s work
scope by conducting feasibility studies, data collection, preliminary design, cost estimates, and
assessments of alternatives.
• Land Acquisition: Alternative sites are evaluated, and acquisition of land occurs. Costs
incurred include purchase, easements, and right-of-way costs. This can also include surveys,
appraisals, environmental audits, permitting, legal costs, maps, charts, aerial photography, and
other costs.
• Design Phases – Architectural Consulting, Schematic Design, and Design Development:
Programmatic review and negotiations are conducted with architectural consultants. The design
of the project is initiated in accordance with the scope of work set forth in the project development
phase. These phases include professional consultant work, legal and technical documentation,
constructability review, data collection, advertising, assessment of alternatives related to project
design, construction management services, and bid reviews. Before construction can occur,
many projects will require review at various County levels to establish the extent and exact
location of the facility. This review, in some cases, involves a public hearing before the County
Planning Commission pursuant to Section 15.2-2232 of the Code of Virginia, as amended, to
determine whether the project is substantially in accord with the County's adopted
Comprehensive Plan. After this review stage, the specific requirements and details of each
project can be finalized. Also, to place heightened awareness on security, an inter-departmental
team is identified to provide guidance on security issues at proposed new County facilities. As
such, the principles of Crime Prevention through Environmental Design are applied in the design
phase of all future County facilities.
• Construction Phases: This includes all construction related tasks required to place a project in
service. This may include final design, project construction contracts, professional and technical
assistance, advertising, legal and technical documentation costs, inspection, testing, permitting,
and utility coordination. At the conclusion of these phases, the project is complete and ready
for operation.
County staff administer all project phases including in-house project management, contract
supervision, technical reviews, construction management, construction inspection, technical
specifications, surveying, and mapping.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 12
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 13
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 14
The FY 2026 - FY 2030 Capital Improvement Program (CIP) represents the best estimate of new
and existing project funding required over the next five years. The CIP continues the scheduling of
those projects included in the FY 2025 Adopted Program and ensures that the ultimate completion
of high priority projects is consistent with the County's fiscal policies and guidelines. A summary table
of the entire program showing the five-year costs by each functional CIP area is included in Table A
of this section. The entire CIP, including all program areas, totals $15.114 billion, including $13.492
billion in County managed projects and $1.622 billion in non-County managed projects. Non-County
projects include the NOVA Parks Program and the Water Supply Program. The entire $15.114 billion
program includes $2.823 billion budgeted or anticipated to be expended through FY 2025, $8.287
billion scheduled over the FY 2026 – FY 2030 period, and $4.004 billion projected in the FY 2031 –
FY 2035 period.
The development of the FY 2026 capital program was guided by both the need for capital
improvements and fiscal conditions. The five-year program is funded from General Obligation Bond
sales, pay-as-you-go, or current year financing from the General Fund (paydown), as well as other
sources of financing such as federal funds, revenue bonds, and sewer system revenues.
The project descriptions contained in the CIP reflect current estimates of total project costs, including
land acquisition, building specifications, and design. As implementation of each project nears the
capital budget year, these costs are more specifically defined. In some cases, total project costs
cannot be listed or identified in the CIP until certain feasibility or cost studies are completed.
The CIP is governed by the Ten Principles of Sound Financial Management adopted by the Board
of Supervisors. These principles endorse a set of policies designed to contribute to the County’s
fiscal management and maintain the County’s "triple A" bond rating. The County has maintained its
superior rating, in large part, due to its firm adherence
to these policies. The County's exceptional "triple A"
bond rating gives its bonds an unusually high level of
marketability and results in the County being able to
borrow for needed capital improvements at low
interest rates, thus realizing significant savings now
and in the future for the citizens of Fairfax County. The
County’s fiscal policies stress the close relationship
between the planning and budgetary process.
The Ten Principles of Sound Financial Management
establish, as a financial guideline, a self-imposed limit
on the level of the average annual bond sale. Actual
bond issues are carefully sized with a realistic assessment of the need for funds, while remaining
within the limits established by the Board of Supervisors. In addition, the actual bond sales are timed
for the most opportune entry into the financial markets.
The policy guidelines enumerated in the Ten Principles of Sound Financial Management also
express the intent of the Board of Supervisors to balance the need for public facilities, as expressed
by the Countywide land use plan, with the fiscal capacity of the County to provide for those needs.
The CIP, submitted annually to the Board of Supervisors, is the vehicle through which the stated
need for public facilities is analyzed against the County's ability to pay and stay within its self-imposed
debt guidelines as articulated in the Ten Principles of Sound Financial Management. The CIP is
supported largely through long-term borrowing that is budgeted annually in debt service or from
General Fund revenues on a pay-as-you-go basis.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 15
Several relationships between debt, expenditures, and the tax base have been developed by the
municipal finance community. The two which are given particular emphasis are the ratio of
expenditures for debt service to total General Fund disbursements and the ratio of net debt to the
market value of taxable property. The former indicates the level of present (and future) expenditures
necessary to support past borrowing while the latter ratio gives an indication of a municipality's ability
to generate sufficient revenue to retire its existing (and projected) debt. These ratios have been
incorporated into the Ten Principles of Sound Financial Management. Both of these guidelines net
debt to market value to be below 3 percent and debt service to General Fund disbursements to be
below 10 percent are fully recognized by the proposed 5-year CIP.
The following graphs and tables reflect the County’s ability to maintain the self-imposed debt ratios
outlined in the Ten Principles of Sound Financial Management. The below graphs show that the debt
service as a percentage of market value and the ratio of debt service to General Fund disbursements
remain well below the 3 percent and 10 percent guidelines. Future projections are also in line with
the County’s self-imposed debt ratios.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 16
Net Debt as a Percentage of Market Value of Taxable Property
Fiscal Year
Net Bonded Indebtedness1
Estimated Market Value2
Percentage
2022
$2,960,298,000
$289,401,823,134
1.02%
2023
3,028,957,000
313,803,563,525
0.97%
2024
3,141,577,000
333,098,853,897
0.94%
2025 (Est.)
3,519,727,000
342,772,175,065
1.03%
2026 (Est.)
3,674,738,000
360,142,033,292
1.02%
1 The amount includes outstanding General Obligation Bonds and other tax supported debt obligations. Sources: FY 2022
to FY 2024 Annual Comprehensive Financial Report and Fairfax County Department of Tax Administration; FY 2025 and
FY 2026 Fairfax County Department of Management and Budget and Department of Tax Administration.
2 Source: Fairfax County Department of Tax Administration and Department of Management and Budget.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 17
Debt Service Requirements as Percentage of Combined General Fund Disbursements
Fiscal Year
Debt Service
Requirements1
General Fund
Disbursements2
Percentage
2022
$331,033,590
$4,750,271,879
6.97%
2023
338,052,652
5,092,737,845
6.64%
2024
345,213,427
5,302,283,459
6.51%
2025 (Est.)
378,588,074
5,742,606,421
6.59%
2026 (Est.)
393,925,707
5,710,759,192
6.90%
1 The amount includes total principal and interest payments on the County’s outstanding tax supported debt obligations,
including General Obligation Bonds, Economic Development Authority bonds, and other tax supported debt obligations
budgeted in other funds. Sources: FY 2022 to FY 2024 Annual Comprehensive Financial Report; FY 2025 and FY 2026
Fairfax County Department of Management and Budget.
2 Sources: FY 2022 to FY 2024 Annual Comprehensive Financial Report; FY 2025 and FY 2026 estimates per Fairfax
County Department of Management and Budget.
From time to time, the Board of Supervisors has amended the Ten Principles of Sound Financial
Management in order to address changing economic conditions and management practices. The
following includes the most current version of the Ten Principles of Sound Financial Management as
of April 24, 2018:
1. Planning Policy. The planning system in the County will continue as a dynamic process which
is synchronized with the capital improvement program, capital budget, and operating budget.
The County’s land use plans shall not be allowed to become static. There will continue to be
periodic reviews of the plans at least every five years. Small area plans shall not be modified
without consideration of contiguous plans. The Capital Improvement Program will be structured
to implement plans for new and expanded capital facilities as contained in the County’s
Comprehensive Plan and other facility plans. The Capital Improvement Program will also
include support for periodic reinvestment in aging capital and technology infrastructure sufficient
to ensure no loss of service and continued safety of operation.
2. Annual Budget Plans. Annual budgets shall continue to show fiscal restraint. Annual budgets
will be balanced between projected total funds available and total disbursements including
established reserves.
a. A Managed Reserve shall be maintained in the General Fund at a level sufficient to provide
for temporary financing of critical unforeseen disbursements of a catastrophic emergency
nature. The reserve will be maintained at a level of not less than four percent of total
General Fund disbursements in any given fiscal year.
b. A Revenue Stabilization Fund (RSF) shall be maintained in addition to the managed reserve
at a level sufficient to permit orderly adjustment to changes resulting from curtailment of
revenue. This Fund shall be maintained at five percent of total General Fund disbursements
in any given fiscal year. Use of the RSF should only occur in times of severe economic
stress. Accordingly, a withdrawal from the RSF will not be made unless the projected
revenues reflect a decrease of more than 1.5 percent from the current year estimate and
any such withdrawal may not exceed one half of the RSF fund balance in that year. A
drawdown of this Fund should be accompanied with expenditure reductions.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 18
c. An Economic Opportunity Reserve shall be established in addition to the Managed Reserve
and the Revenue Stabilization Fund. This reserve is meant to stimulate economic growth
and will provide for strategic investment opportunities that are identified as priorities by the
Board of Supervisors. This reserve is equal to one percent of total General Fund
disbursements. Funding for this reserve occurred after the Managed Reserve and the
Revenue Stabilization Fund were fully funded at their new levels of four percent and five
percent, respectively. Criteria for funding, utilization, and replenishment of the reserve were
approved by the Board of Supervisors as part of the Eight Principles of Investment in
Economic Opportunities. The criteria for use include financial modeling analysis (e.g. return
on investment, etc.) to determine the fiscal impact to the County of the proposed investment
opportunity and requires approval from the Board of Supervisors.
d. Budgetary adjustments which propose to use available general funds identified at quarterly
reviews should be minimized to address only critical issues. The use of non-recurring funds
should only be directed to capital expenditures to the extent possible.
e. The budget shall include funds for cyclic and scheduled replacement or rehabilitation of
equipment and other property in order to minimize disruption of budgetary planning from
irregularly scheduled monetary demands.
3. Cash Balances. It is imperative that positive cash balances exist in the General Fund at the
end of each fiscal year. If an operating deficit appears to be forthcoming in the current fiscal year
wherein total disbursements will exceed the total funds available, the Board will take appropriate
action to balance revenues and expenditures as necessary so as to end each fiscal year with a
positive cash balance.
4. Debt Ratios. The County’s debt ratios shall be maintained at the following levels:
a. Net debt as a percentage of estimated market value shall be less than 3 percent.
b. Debt service expenditures as a percentage of General Fund disbursements shall not
exceed 10 percent. The County will continue to emphasize pay-as-you-go capital financing.
Financing capital projects from current revenues is indicative of the County’s intent to use
purposeful restraint in incurring long-term debt.
c. For planning purposes annual bond sales shall be structured such that the County’s debt
burden shall not exceed the 3 and 10 percent limits. To that end sales of General Obligation
Bonds and general obligation supported debt will be managed so as not to exceed a target
of $400 million per year, or $2.00 billion over five years, with a technical limit of $425 million
in any given year. Excluded from this cap are refunding bonds, revenue bonds or other
non-General Fund supported debt.
d. For purposes of this principle, debt of the General Fund incurred subject to annual
appropriation shall be treated on a par with general obligation debt and included in the
calculation of debt ratio limits. Excluded from the cap are leases secured by equipment,
operating leases, and capital leases with no net impact to the General Fund.
e. Use of variable rate debt is authorized in order to increase the County’s financial flexibility,
provide opportunities for interest rate savings, and help the County manage its balance
sheet through better matching of assets and liabilities. Debt policies shall stipulate that
variable rate debt is appropriate to use when it achieves a specific objective consistent with
the County’s overall financial strategies; however, the County must determine if the use of
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 19
any such debt is appropriate and warranted given the potential benefit, risks, and objectives
of the County. The County will not use variable rate debt solely for the purpose of earning
arbitrage pending the disbursement of bond proceeds.
f. For purposes of this principle, payments for equipment or other business property, except
real estate, purchased through long-term lease-purchase payment plans secured by the
equipment will be considered to be operating expenses of the County. Annual General
Fund payments for such leases shall not exceed 3 percent of the annual General Fund
disbursements, net of the School transfer. Annual equipment lease-purchase payments by
the Schools and other governmental entities of the County should not exceed 3 percent of
their respective disbursements.
5. Cash Management. The County’s cash management policies shall reflect a primary focus of
ensuring the safety of public assets while maintaining needed liquidity and achieving a favorable
return on investment. These policies have been certified by external professional review as fully
conforming to the recognized best practices in the industry. As an essential element of a sound
and professional financial management process, the policies and practices of this system shall
receive the continued support of all County agencies and component units.
6. Internal Controls. A comprehensive system of financial internal controls shall be maintained in
order to protect the County’s assets and sustain the integrity of the County’s financial systems.
Managers at all levels shall be responsible for implementing sound controls and for regularly
monitoring and measuring their effectiveness.
7. Performance Measurement. To ensure Fairfax County remains a high performing organization
all efforts shall be made to improve the productivity of the County’s programs and its employees
through performance measurement. The County is committed to continuous improvement of
productivity and service through analysis and measurement of actual performance objectives
and customer feedback.
8. Reducing Duplication. A continuing effort shall be made to reduce duplicative functions within
the County government and its autonomous and semi-autonomous agencies, particularly those
that receive appropriations from the General Fund. To that end, business process redesign and
reorganization will be encouraged whenever increased efficiency or effectiveness can be
demonstrated.
9. Underlying Debt and Moral Obligations. Debt related to but not directly supported by the
County’s General Fund shall be closely monitored and controlled to the extent possible,
including revenue bonds of agencies supported by the General Fund, the use of the County’s
moral obligation, and underlying debt.
a. A moral obligation exists when the Board of Supervisors has made a commitment to support
the debt of another jurisdiction to prevent a potential default, and the County is not otherwise
responsible or obligated to pay the annual debt service. The County’s moral obligation will
be authorized only under the most controlled circumstances and secured by extremely tight
covenants to protect the credit of the County. The County’s moral obligation shall only be
used to enhance the credit worthiness of an agency of the County or regional partnership
for an essential project, and only after the most stringent safeguards have been employed
to reduce the risk and protect the financial integrity of the County.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 20
b. Underlying debt includes tax-supported debt issued by towns or districts in the County,
which debt is not an obligation of the County, but nevertheless adds to the debt burden of
the taxpayers within those jurisdictions in the County. The issuance of underlying debt,
insofar as it is under the control of the Board of Supervisors, will be carefully analyzed for
fiscal soundness, the additional burden placed on taxpayers, and the potential risk to the
General Fund for any explicit or implicit moral obligation.
10. Diversified Economy. Fairfax County must continue to diversify its economic base by
encouraging commercial and, in particular, industrial employment and associated revenues.
Such business and industry must be in accord with the plans and ordinances of the County.
There are a number of funding sources available for financing the proposed capital program. These
range from direct County contributions, such as the General Fund and bond sale proceeds, to state
and federal grants. In the CIP project tables, the following major funding sources are identified:
Sources of Funding
B Payments from the proceeds of the sale of General Obligation Bonds
F Federal grants in aid for specific projects
G Direct payment from current County revenues; General Fund
HTF Housing Trust Funds
R Real Estate Tax Revenue
S Payments from State or direct state participation
SF Stormwater Fees
SR Sewer Revenues
U Undetermined; funding to be identified
X Other sources of funding, such as a reimbursable contribution or a gift
The County has developed a policy of funding major facility projects through the sale of General
Obligation Bonds. This allows the cost of the facility to be spread over a number of years so that
each generation of taxpayers contributes a proportionate share for the use of these long-term
investments. By selectively utilizing bond financing, the County has also been able to benefit from
its preferred borrowing status to minimize the impacts of inflation on construction costs. As shown
in Table C, History of Referenda, past County referenda have focused primarily on new construction.
As the County ages, the focus has shifted to renovation and expansion projects. Table D in this
section includes the current bond referenda approved by the voters for specific functional areas.
Table E represents the debt capacity affordable within the constraints of revenue projections while
maintaining the ratio of debt service to General Fund Disbursements below the 10 percent guideline
established by the Board of Supervisors. The bond program will continue to provide a very healthy
level of approximately $2.8 billion (including EDA facility bonds) of capital construction over the next
five years. A debt capacity analysis and review of bond sales is conducted every year in conjunction
with the CIP. For planning purposes, potential future bond referenda and specific project plans are
reflected in Table F. The projected capacity for new referenda is reviewed and updated each year.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 21
Although a number of options are available for financing the proposed Capital Improvement Program,
including bond proceeds and grants, it is the policy of the County to balance the use of the funding
sources against the ability to utilize current revenue or pay-as-you-go financing. While major capital
facility projects are funded through the sale of General Obligation bonds, the Board of Supervisors,
through its Ten Principles of Sound Financial Management, continues to emphasize the importance
of maintaining a balance between pay-as-you-go financing and bond financing for capital projects.
Financing capital projects from current revenues indicates the County's intent to restrain long-term
debt. The Joint County Board/School Board CIP Committee Report, endorsed by the Board of
Supervisors in November 2021, supports the dedication of the equivalent value of one penny on Real
Estate to the capital program, splitting the total evenly between the Schools and the County
programs. Some of this funding is intended to offset increasing debt requirements, as the bond sale
amount per year increase.
In FY 2026, an amount of $32.0 million is supported by the General Fund for capital projects. This
includes an amount of $23.2 million for commitments, contributions, and facility maintenance and
$8.8 million for Paydown projects. The Paydown program has been redesigned at the request of the
Board of Supervisors to exclude those projects that are on-going maintenance projects or annual
contributions. Paydown now includes infrastructure replacement and upgrades, ADA compliance,
athletic fields, and other capital improvements. In general, the FY 2026 Paydown and General Fund
Supported Capital Program includes funding to provide for the most critical projects including, but
not limited to, the following:
General Fund Supported Capital Improvements:
• Park building and structures reinvestment to fund such items as: repairs/replacements to roofs,
electrical and lighting systems, security and fire alarms, and HVAC equipment
• Reinvestment and repairs to County-owned Roads and Walkways
• Commitments, Contributions, and Facility Maintenance, including NOVA Parks
• Park grounds maintenance and minor routine preventive maintenance
• Athletic field maintenance at both park and school fields
• Funding for initiatives that directly support the Board of Supervisors Environmental Agenda
• Additional payments and obligations such as the County’s annual contribution to the Northern
Virginia Community College capital program, the Fairfax County Public Schools SACC program,
and the payments necessary to purchase the conservation easement at the Salona property
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 22
In October 2005, Fairfax County adopted revised guidelines for review of unsolicited Public-Private
Educational Facilities and Infrastructure Act (PPEA) proposals. The Guidelines state that a “Core
Team” will be convened by the Director of Purchasing to:
1. Determine if the unsolicited proposal constitutes a “qualifying project” under the PPEA; and
2. Determine if the proposed project serves the “public purpose” by determining that:
a. There is a public need for, or benefit derived from the qualifying project of the type the
private entity purposes as a qualifying project;
b. The estimated cost of the qualifying project is reasonable in relation to similar facilities; and
c. The private entities plan will result in a timely acquisition, design, construction,
improvement, renovation, expansion, equipping, maintenance, operation, implementation,
or installation of the qualifying project.
Since that time, the County staff has gained experience with the procedures and is now
recommending that further guidance be given to the Core Team, the initial reviewers of the
unsolicited PPEA proposals. This guidance provides additional project screening criteria and is
primarily aimed at assisting the County in determining the desirability of the PPEA project in light of
the County’s current CIP, the affordability of the project within debt guidelines, and the unique
benefits of the project’s financial proposal being provided to the County. In FY 2008, the following
criteria were adopted as a management initiative guideline for determining when a PPEA project
should be pursued or rejected. It is anticipated that other refinements, including any required
legislative updates to the PPEA evaluation and review process, will be developed and presented to
the Board of Supervisors as needed.
Revised PPEA Guidelines
1. Determine if the project has already been identified as a Board priority and included in the 10-
year Capital Improvement Program (CIP) to address current and future needs. If included in the
CIP, what is its priority ranking in comparison to other projects requested by the appropriate
department?
a. Review the proposed land use to assure it is consistent with the Board’s intended use of
the property; and
b. Review the proposed land use to ensure that the land is not needed for another higher
priority public use by the County.
2. Determine if the financial proposal involves asset exchange, replacement of operating leases,
or will require budgetary resources in addition to those currently identified in the budget.
3. Determine if timing is of the essence to take advantage of the opportunity presented in cases
where favorable market or developmental conditions are not likely to be repeated or be present
again at the project’s current projected start date.
4. Determine if proposals to accelerate projects will interfere or otherwise detract from resources
allocated to projects currently identified in the CIP for earlier completion.
5. Determine if any debt created for financing the proposal can be accommodated within the
County’s current debt guidelines and ascertain the projected impact on the approved CIP.
Projects that can demonstrate a positive impact response to all five questions will be given
preference for further development. It may be necessary to engage outside professional evaluation
to assist County staff in performing any aspect of the evaluation of PPEA proposals, particularly
those that are complex or to complete an evaluation in a timely manner. Compensation for such
professional assistance is expected to be paid first from the review fee accompanying each proposal.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 23
On September 24, 2007, the Board of Supervisors adopted a resolution to affirm cooperation
between the Fairfax County Board of Supervisors and the Fairfax County School Board to coordinate
planning and delivery of space for public and school services in their respective facilities. In order
for administrative, maintenance, and educational facilities to provide services in the most cost
effective, efficient, and customer friendly manner possible, collocation of services within both County
and School buildings offers the potential to reduce administrative, construction, and maintenance
costs. The resolution is as follows:
• WHEREAS, the Fairfax County Board of Supervisors and the Fairfax County School Board have
a history of cooperative agreements concerning use of school facilities for community
recreational programs; and
• WHEREAS, the Fairfax County Government and the Fairfax County Public Schools each own
and construct numerous administrative, maintenance, and educational facilities; and
• WHEREAS, the Fairfax County Government and the Fairfax County Public Schools conduct
similar and compatible functions within the respective facilities; and
• WHEREAS, it is the desire of the Fairfax County Board of Supervisors and the Fairfax County
School Board to provide services in the most cost effective, efficient, and customer friendly
manner possible; and
• WHEREAS, collocation of services within buildings offers the potential to reduce administrative,
construction, and maintenance costs; and
• WHEREAS, the County and the Schools cooperate in the development of the annual Capital
Improvement Program, including allocation of resources; now, therefore, be it
• RESOLVED, County and School staff will establish processes and procedures to ensure that
appropriate information about service delivery requirements, needs, and opportunities are
shared between the two organizations, and
• RESOLVED FURTHER, both staffs will give due consideration of such joint and compatible uses
during development of the County and Schools Capital Improvement Program; and
• RESOLVED FURTHER, the Fairfax County Park Authority will be invited to share such
information and give due consideration for joint and compatible uses during the development of
its own Capital Improvement Program for the mutual benefit of all three parties.
County, School, and Park Authority staff have begun working together during the development of
this year’s CIP to consider joint and compatible uses for recommendation to both Boards. Staff
continues to develop plans to formalize this approach in order to share and consider the mutual
benefit of all three parties.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 24
Program
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
County Managed Programs
Athletic Field Program $2,650 $10,916 $10,916 $10,916 $10,916 $10,916 $54,580 $54,580 $111,810
Court Facilities 75,637 17,102 193,100 3,100 90,710 500 304,512 0 380,149
Environmental and Energy Programs 76,654 1,300 1,300 1,300 1,300 1,300 6,500 2,330 85,484
Government Facilities and Programs 62,495 6,979 6,164 6,164 6,164 6,164 31,635 30,320 124,450
Health and Human Services 114,466 71,468 84,460 68,630 68,233 212,650 505,441 11,750 631,657
Housing Development 1,056 38,696 38,696 38,696 38,696 38,696 193,480 250 194,786
Infrastructure Replacement and Upgrades 105,617 3,000 24,200 24,200 24,200 24,200 99,800 120,500 325,917
Libraries 38,920 23,750 78,200 14,863 7,730 10,200 134,743 25,000 198,663
Park Authority 245,161 33,956 25,889 31,944 58,388 34,878 185,055 97,984 528,200
Public Safety 131,530 68,863 55,460 128,695 49,091 10,807 312,916 470 444,916
Public Schools 535,158 344,188 332,562 262,454 244,259 237,670 1,421,133 1,127,578 3,083,869
Revitalization/Neighborhood Improvements 16,719 1,345 1,345 1,345 1,345 1,345 6,725 6,725 30,169
Solid Waste 39,124 7,220 9,275 11,895 14,050 12,395 54,835 19,725 113,684
Stormwater Management 33,071 80,962 86,044 146,582 87,079 89,080 489,747 509,833 1,032,651
Transportation Initiatives 1,330,337 638,642 602,844 565,660 287,700 53,200 2,148,046 10,000 3,488,383
Wastewater Management 5,632 239,541 273,951 292,752 338,505 315,666 1,460,415 1,250,448 2,716,495
Subtotal $2,814,227 $1,587,928 $1,824,406 $1,609,196 $1,328,366 $1,059,667 $7,409,563 $3,267,493 $13,491,283
Non-County Managed Programs
NOVA Parks C 3,578 3,605 3,641 3,678 3,715 18,217 0 18,217
Water Supply 8,281 122,494 134,361 151,306 190,321 261,062 859,544 736,259 1,604,084
Subtotal $8,281 $126,072 $137,966 $154,947 $193,999 $264,777 $877,761 $736,259 $1,622,301
Total $2,822,508 $1,714,000 $1,962,372 $1,764,143 $1,522,365 $1,324,444 $8,287,324 $4,003,752 $15,113,584
Notes: A "C" in the 'Budgeted or Expended' column denotes a continuing program.
Program Cost Summaries
Table A
($000's)
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 25
Five Year
CIP
Total
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
ADA Compliance - FMD $2.500 $0.500 $0.500 $0.500 $0.500 $0.500
ADA Compliance - Housing 0.250 0.050 0.050 0.050 0.050 0.050
ADA Compliance - Parks 1.500 0.300 0.300 0.300 0.300 0.300
Athletic Fields - FCPS Lighting Upgrades 1.250 0.250 0.250 0.250 0.250 0.250
Athletic Services Fee - Turf Field Replacement 7.250 1.450 1.450 1.450 1.450 1.450
Developer Defaults 1.000 0.200 0.200 0.200 0.200 0.200
Infrastructure Replacement and Upgrades 97.300 2.500 23.700 23.700 23.700 23.700
Parks - Building/Structures Reinvestment 6.867 1.320 1.346 1.373 1.400 1.428
Parks - Infrastructure/Amenities Upgrades 4.071 0.782 0.798 0.814 0.830 0.847
Reinvestment and Repairs to County Roads 2.500 0.500 0.500 0.500 0.500 0.500
Reinvestment and Repairs to Walkways 4.500 0.500 1.000 1.000 1.000 1.000
Traffic Calming Program 2.500 0.500 0.500 0.500 0.500 0.500
Subtotal Paydown $8.852 $30.594 $30.637 $30.680 $30.725
Commitments, Contributions, and Facility Maintenance
Athletic Fields - APRT Amenity Maintenance $0.250 $0.050 $0.050 $0.050 $0.050 $0.050
Athletic Fields - FCPS Field Maintenance 7.325 1.465 1.465 1.465 1.465 1.465
Athletic Fields - Girls Softball Equity 1.500 0.300 0.300 0.300 0.300 0.300
Athletic Fields - Park Field Maintenance 16.115 3.223 3.223 3.223 3.223 3.223
Athletic Services Fee - FCPS Diamond Fields 3.750 0.750 0.750 0.750 0.750 0.750
Athletic Services Fee - Sports Scholarships 1.125 0.225 0.225 0.225 0.225 0.225
CIP Feasibility Studies 6.000 2.000 1.000 1.000 1.000 1.000
DPWES Snow Removal 4.786 0.786 1.000 1.000 1.000 1.000
DPWES Transportation Maintenance 7.200 1.200 1.500 1.500 1.500 1.500
Environmental and Energy Projects 6.500 1.300 1.300 1.300 1.300 1.300
FMD Bamboo Mitigation 0.500 0.100 0.100 0.100 0.100 0.100
NOVA Community College Contribution 12.820 2.564 2.564 2.564 2.564 2.564
NOVA Parks 18.217 3.578 3.605 3.641 3.678 3.715
Parks - Bamboo Mitigation 2.000 0.400 0.400 0.400 0.400 0.400
Parks - Forestry Maintenance 5.582 1.073 1.094 1.116 1.138 1.161
Parks - Grounds Maintenance 1.755 0.337 0.344 0.351 0.358 0.365
Parks - Preventative Maintenance and Inspections 3.908 0.751 0.766 0.781 0.797 0.813
Payment of Interest on Bond Deposits 0.250 0.050 0.050 0.050 0.050 0.050
Revitalization Maintenance - CRP Areas 5.000 1.000 1.000 1.000 1.000 1.000
SACC Contribution 5.000 1.000 1.000 1.000 1.000 1.000
Salona Property Payment 0.329 0.329 - - - -
Solid Waste Storm Clean Ups 0.300 - 0.075 0.075 0.075 0.075
Survey Control Network Monumentation 0.475 0.095 0.095 0.095 0.095 0.095
Wastewater Colchester Contribution 2.900 0.580 0.580 0.580 0.580 0.580
Subtotal Commitments $23.156 $22.486 $22.566 $22.648 $22.731
Total $32.008 $53.080 $53.203 $53.328 $53.456
Table B
General Fund Supported and Paydown Program
($ in millions)
Paydown (Infrastructure Replacement and Upgrades/Capital Improvements)
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 26
Year
Human
Services
Libraries
County
Parks
NOVA
Parks
Public
Safety
Storm
Drainage
Metro/
Roads
County
Total
Schools
Total
2024 $126.00 $180.00 $306.00
2023 $435.00
2022 $0.00
2021 $360.00
2020 $79.00 $90.00 $100.00 $12.00 $160.00 $441.00
2019 $360.00
2018 $182.00 $182.00
2017 $315.00
2016 $85.00 $94.70 $12.30 $120.00 $312.00
2015 $151.00 $151.00 $310.00
2014 $100.00 $100.00
2013 $250.00
2012 $25.00 $63.00 $12.00 $55.00 $30.00 $185.00
2011 $252.75
2010 $120.00 $120.00
2009 $232.58
2008 $65.00 $12.00 $77.00
2007 1$110.00 $110.00 $365.20
2006 $25.00 $125.00 $150.00
2005 $246.33
2004 $32.50 $52.50 $65.00 $10.00 $165.00 $325.00
2003 $290.61
2002 $20.00 $60.00 $80.00
2001 $377.96
2000 $0.00
Total $196.50 $167.50 $432.70 $58.30 $699.00 $30.00 $955.00 $2,539.00 $3,795.43
Table C
History of Referenda
($ in millions)
1The 2007 School Referendum totaled $365,200,000 of which $315,200,000 was for school improvement needs and $50,000,000 was for a County vehicle
maintenance facility for school buses and other County vehicles.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 27
Most Recent Bond Issues
Approved by Voters
Year
Amount
Approved
Sold in
Previous
Years
Sold
January
2025
Authorized
but
Unissued
Human Services / 2016 $85.00 $30.98 $23.00 $31.02
Community Development 2020 79.00 0.00 0.00 79.00
Library Facilities 2020 90.00 4.00 18.75 67.25
County Parks 2020 100.00 0.93 23.00 76.07
Public Safety 2015 151.00 113.65 37.35 0.00
2018 182.00 0.00 14.65 167.35
2024 126.00 0.00 0.00 126.00
Transportation (WMATA) 2020 160.00 127.36 32.64 0.00
2024 180.00 0.00 11.36 168.64
Public Schools 2021 360.00 27.74 217.40 114.86
2023 435.00 0.00 0.00 435.00
Total $1,948.00 $304.66 $378.15 $1,265.19
Table D
General Obligation Bonds
Authorized but Unissued Status
($ in millions)
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 28
($ in millions)
Purpose Unissued FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
2026-2030
Total
2031 and
Beyond
Remaining
Balance
County General Obligation (GO) Bonds
Libraries (2020) 86.00 18.75 20.00 15.00 12.50 15.00 4.75 67.25 - -
Libraries (2026) - Future 41.00 - - - - - 10.83 10.83 30.18 -
Subtotal Libraries 127.00 18.75 20.00 15.00 12.50 15.00 15.58 78.08 30.18 -
WMATA (2020) 32.64 32.64 - - - - - - - -
WMATA (2024) 180.00 11.36 45.50 46.80 48.20 28.14 - 168.64 - -
WMATA (2028) - Future 200.00 - - - - 21.56 51.20 72.76 127.24 -
Subtotal WMATA 412.64 44.00 45.50 46.80 48.20 49.70 51.20 241.40 127.24 -
Public Safety (2015) 37.35 37.35 - - - - - - - -
Public Safety (2018) 132.00 14.65 38.48 48.20 30.68 - - 117.35 - -
Public Safety/Detention Facilities (2018) 50.00 - 10.00 10.00 30.00 - - 50.00 - -
Public Safety (2024) 126.00 - - - - 40.00 40.00 80.00 46.00 -
Subtotal Public Safety 345.35 52.00 48.48 58.20 60.68 40.00 40.00 247.35 46.00 -
FCPA (2020) 99.07 23.00 25.00 30.00 21.07 - - 76.07 - -
FCPA (2026) - Future 180.00 - - - 8.93 35.00 35.00 78.93 101.07 -
Subtotal Parks 279.07 23.00 25.00 30.00 30.00 35.00 35.00 155.00 101.07 -
Human Services (2016) 54.03 23.00 31.03 - - - 31.03 - -
Human Services (2020) 79.00 - - 20.00 18.63 22.40 17.98 79.00 - -
Human Services (2026) - Future 75.00 - - - - 2.90 5.25 8.15 66.85 -
Human Services /Early Childhood (2026) - Future 25.00 - - - - 5.00 5.00 10.00 15.00 -
Human Services /Early Childhood (2032) - Future 25.00 - - - - - - - 25.00 -
Subtotal Human Services 258.03 23.00 31.03 20.00 18.63 30.30 28.23 128.18 106.85 -
Subtotal County General Obligation Bonds 1,422.09 160.75 170.00 170.00 170.00 170.00 170.00 850.00 411.34 -
-
Schools General Obligation Bonds
Schools (2021) 332.26 217.40 114.86 - - - - 114.86 - -
Schools (2023) 435.00 - 115.14 230.00 89.86 - - 435.00 - -
Schools (2025) - Future 460.00 - - - 140.14 230.00 89.86 460.00 - -
Schools (2027) - Future 460.00 - - - - - 140.14 140.14 319.86 -
Subtotal Schools General Obligation Bonds 1,687.26 217.40 230.00 230.00 230.00 230.00 230.00 1,150.00 319.86 -
Total General Obligation Bonds 3,109.35 378.15 400.00 400.00 400.00 400.00 400.00 2,000.00 731.20 -
Table E
Referendum and Debt Capacity Analysis
Current Bond Program
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 29
($ in millions)
Purpose Unissued FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
2026-2030
Total
2031 and
Beyond
Remaining
Balance
Table E
Referendum and Debt Capacity Analysis
Current Bond Program
Other Financing Support (OFS)
Herndon Station - Transit Oriented Development* - - - - - - - - - -
Judicial Center Complex Redevelopment Building One 185.00 - - 185.00 - - - 185.00 - -
Judicial Center Complex Historic Courthouse 90.00 - - - - 90.00 - 90.00 - -
Judicial Center Complex Redevelopment Garage* - - - - - - - - - -
Judicial Center Complex Diversion First* - - - - - - - - - -
Lake Accotink - VRA 60.50 - - - 60.50 - - 60.50 - -
Master Arts Plan Implementation* - - - - - - - - - -
Original Mt. Vernon High School Renovation (RHA) 87.00 - 30.00 30.00 27.00 - - 87.00 - -
Original Mt. Vernon High School Site Development* - - - - - - - - - -
Mt. Vernon Colocation Opportunities 62.00 - - - 62.00 - - 62.00 - -
Penn Daw Fire Station / Shelter 65.00 - - 65.00 - - - 65.00 - -
Reston Town Center North (RTCN) Shelter (EDA) 26.00 - - 26.00 - - - 26.00 - -
RTCN Library and Community Spaces (EDA) 58.00 - - 58.00 - - - 58.00 - -
RTCN Human Services Center (EDA) 170.00 - - - - - 170.00 170.00 - -
RTCN FCPA Rec Center* - - - - - - - - - -
RTCN Parking Garage* - - - - - - - - - -
Sports Complex Opportunities* - - - - - - - - - -
Willston Multi-Cultural Center* - - - - - - - - - -
Workhouse Campus Development Opportunities* - - - - - - - - - -
Subtotal Other Financing 803.50 - 30.00 364.00 149.50 90.00 170.00 803.50 - -
Total County Program (GO) 1,422.09 160.75 170.00 170.00 170.00 170.00 170.00 850.00 411.34 -
Total Schools Program (GO) 1,687.26 217.40 230.00 230.00 230.00 230.00 230.00 1,150.00 319.86 -
Total Other Financing Support (OFS) 803.50 - 30.00 364.00 149.50 90.00 170.00 803.50 - -
Grand Total (GO + OFS) 3,912.85 378.15 430.00 764.00 549.50 490.00 570.00 2,803.50 731.20 -
Debt Service as % of General Fund** 6.90% 7.06% 7.70% 7.96% 8.14%
* The timing of specific bond funding has not been determined.
**County policy is Debt Service Expenditures as a percent of disbursements; above debt ratio projections are benchmarked against projected revenues.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 30
County and Schools Bond Referendum Plan
(in millions)
Projects Estimate Projects Estimate Projects Estimate Projects Estimate Projects Estimate Projects Estimate Projects Estimate Projects Estimate Projects Estimate
Health and Human Services
Early Childhood
Education Initiatives
$25
Early Childhood
Education Initiatives
$25
Health Lab $35
Springfield
Community Resource
Center
$25
Tim Harmon Campus
Renovation
$40
Subtotal $125 $25
Libraries
Herndon Fortnightly
Community
$19 Centreville Regional $30
Central Providence
Area Library
TBD
Kings Park
Community
$22
Chantilly Regional
Technical Ops
$30
Subtotal $41 $60
Parks
Park Authority $180 Park Authority $180
Subtotal $180 $180
Public Safety: Fire and Rescue
Chantilly FS $22 Volunteer Stations TBD
Frying Pan FS $22
Pohick FS $18
Well-fit Performance
Testing Center
$24
Subtotal $86
Table F
2025
2026
2027
2028
2029
2030
2031
2032
2033 and Beyond
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 31
County and Schools Bond Referendum Plan
(in millions)
Table F
2025
2026
2027
2028
2029
2030
2031
2032
2033 and Beyond
Public Safety: Police
Sully PS $47
West Springfield PS $45
Subtotal $92
Transportation
Metro Contribution $200 Metro Contribution $200
Subtotal $200 $200
FCPS
School Construction $460 School Construction $460 School Construction $460 School Construction $460 School Construction $460
Subtotal $460 $460 $460 $460 $460
Total County
$0 $346 $0 $200 $0 $178 $0 $465 $0
Total School
$460 $0 $460 $0 $460 $0 $460 $0 $460
Total Referendum
$460 $346 $460 $200 $460 $178 $460 $465 $460
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 32
CURRENT
PROJECT
LISTS
SUMMARY
This section of the CIP provides a list of current projects within the 5-year CIP
period. This list is sorted by both Function (i.e., Parks, Public Safety, and
Human Services) and Supervisory District.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 33
Project District
Athletic Field Program - Athletic Fields - APRT Amenity Maintenance Countywide
Athletic Field Program - Athletic Fields - FCPS Field Maintenance Countywide
Athletic Field Program - Athletic Fields - FCPS Lighting Upgrades Countywide
Athletic Field Program - Athletic Fields - Girls Softball Equity
Countywide
Athletic Field Program - Athletic Fields - Girls Softball Equity - Capital
Braddock
Athletic Field Program - Athletic Fields - Park Field Maintenance Countywide
Athletic Field Program - Athletic Services Fee - Custodial Support Countywide
Athletic Field Program - Athletic Services Fee - FCPS Diamond Fields Countywide
Athletic Field Program - Athletic Services Fee - Sports Scholarships Countywide
Athletic Field Program - Athletic Services Fee - Turf Field Development Countywide
Athletic Field Program - Athletic Services Fee - Turf Field Replacement Countywide
Court Facilities - Adult Detention Center Renovation - 2018
Providence
Court Facilities - Courtroom Renovation Equipment/Furniture
Providence
Court Facilities - Courtroom Renovations - Bond Funded - 2012
Providence
Court Facilities - Historic Courthouse Demo/Reno
Providence
Court Facilities - Judicial Annex (Building One)
Providence
Environmental and Energy Program - Annandale Urban Park Mason
Environmental and Energy Program - CECAP Countywide
Environmental and Energy Program - Climate Action Implementation Countywide
Environmental and Energy Program - Composting Program
Countywide
Environmental and Energy Program - Energy Contracts (ESCO)
Countywide
Environmental and Energy Program - Energy Contracts (ESCO) - Parks
Countywide
Environmental and Energy Program - EV Stations
Countywide
Environmental and Energy Program - FMD Retrofits
Countywide
Environmental and Energy Program - HomeWise Outreach Program Countywide
Environmental and Energy Program - Latino Conservation Week Support
Countywide
Environmental and Energy Program - LED Streetlights
Countywide
Environmental and Energy Program - Natural Landscaping
Countywide
Environmental and Energy Program - Parks Battery Leaf Blowers Countywide
Environmental and Energy Program - Parks Bike to Parks Countywide
Environmental and Energy Program - Parks Bottle Filling Stations Countywide
Environmental and Energy Program - Parks Conservation and Education Countywide
Environmental and Energy Program - Parks Dark Skies Education Countywide
Environmental and Energy Program - Parks Historic House Energy Improvements
Countywide
Environmental and Energy Program - Parks Invasive Management Area Program Countywide
Environmental and Energy Program - Parks Magnolia Bog Restoration Mason
Environmental and Energy Program - Parks Meadow Restorations Countywide
Environmental and Energy Program - Parks Retrofits
Countywide
Environmental and Energy Program - Parks Sully Woodlands Center Sully
Environmental and Energy Program - Parks Watch the Green Grow Countywide
Environmental and Energy Program - Parks Water Chestnut Control Countywide
Environmental and Energy Program - Plastic Bag Tax Projects Countywide
Environmental and Energy Program - Renewable Energy Initiatives
Countywide
Environmental and Energy Program - Reserve for Carbon Neutral Operations
Countywide
5-Year CIP Period: Projects by Function
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 34
Project District
5-Year CIP Period: Projects by Function
Government Facilities and Programs - CIP Feasibility Studies
Countywide
Government Facilities and Programs - DPWES Snow Removal
Countywide
Government Facilities and Programs - DPWES Transportation Maintenance
Countywide
Government Facilities and Programs - Facility Space Realignments
Countywide
Government Facilities and Programs - FMD Bamboo Mitigation
Countywide
Government Facilities and Programs - FMD Security Improvements
Countywide
Government Facilities and Programs - Illegal Sign Removal Program
Countywide
Government Facilities and Programs - Joint Venture Development
Countywide
Government Facilities and Programs - Lake Anne Study - DPD
Hunter Mill
Government Facilities and Programs - NOVA Community College Contribution
Countywide
Government Facilities and Programs - Original Mount Vernon HS Site Development
Mount Vernon
Government Facilities and Programs - Planning Initiatives
Countywide
Government Facilities and Programs - Public Facilities in Tysons
Dranesville
Government Facilities and Programs - RTCN Site Infrastructure
Hunter Mill
Government Facilities and Programs - Salona Property Payment
Dranesville
Government Facilities and Programs - Security Studies and Improvements
Countywide
Government Facilities and Programs - Workhouse Campus Improvements
Mount Vernon
Health and Human Services - Community Center Courts Renovations
Countywide
Health and Human Services - Crisis Services Facility
TBD
Health and Human Services - Crossroads Renovation - 2020
Franconia
Health and Human Services - CSB Facility Retrofits
Countywide
Health and Human Services - Early Childhood Education Initiatives - 2026
Countywide
Health and Human Services - Eleanor Kennedy Shelter - 2016
Mount Vernon
Health and Human Services - Embry Rucker Shelter - 2016
Hunter Mill
Health and Human Services - Fair Ridge Shelter
Sully
Health and Human Services - Health Department Laboratory - 2026
Fairfax City
Health and Human Services - Hybla Valley Childcare Center
Franconia
Health and Human Services - Hybla Valley Community Center
Franconia
Health and Human Services - Kingstowne Childcare Center
Franconia
Health and Human Services - McLean Community Center Improvements
Dranesville
Health and Human Services - Original Mount Vernon HS Building Renovation
Mount Vernon
Health and Human Services - Patrick Henry Shelter - 2016
Mason
Health and Human Services - Reston Community Center Improvements
Hunter Mill
Health and Human Services - RTCN Human Services Center
Hunter Mill
Health and Human Services - SACC Contribution
Countywide
Health and Human Services - Springfield Community Resource Center - 2026
Springfield
Health and Human Services - Tim Harmon Campus Renovations - 2026
Sully
Health and Human Services - Tysons Community Center
Hunter Mill
Health and Human Services - Willard Health Center - 2020
Fairfax City
Housing Development - ADA Compliance - Housing
Countywide
Housing Development - Housing Blueprint Project (Affordable Housing)
Countywide
Housing Development - Planning and Needs Assessment
Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 35
Project District
5-Year CIP Period: Projects by Function
Infrastructure Replacement and Upgrades - ADA Compliance - FMD Countywide
Infrastructure Replacement and Upgrades - ADA Improvements - Old Firehouse Dranesville
Infrastructure Replacement and Upgrades - Building Automation Systems
Countywide
Infrastructure Replacement and Upgrades - Capital Sinking Fund for Facilities
Countywide
Infrastructure Replacement and Upgrades - Electrical System Upgrades and Replacement
Countywide
Infrastructure Replacement and Upgrades - Elevator/Escalator Renewal
Countywide
Infrastructure Replacement and Upgrades - Emergency Generator Replacement
Countywide
Infrastructure Replacement and Upgrades - Emergency Systems Failures
Countywide
Infrastructure Replacement and Upgrades - Flooring Replacement
Countywide
Infrastructure Replacement and Upgrades - HVAC and Plumbing System Upgrades and Replace Countywide
Infrastructure Replacement and Upgrades - Life Safety System Replacements
Countywide
Infrastructure Replacement and Upgrades - Miscellaneous Building Repairs Countywide
Infrastructure Replacement and Upgrades - MPSTOC County Support for Renewal
Springfield
Infrastructure Replacement and Upgrades - MPSTOC State Support for Renewal
Springfield
Infrastructure Replacement and Upgrades - Parking Lot and Parking Garage Improvements
Countywide
Infrastructure Replacement and Upgrades - Roof and Envelope Repairs and Waterproofing
Countywide
Infrastructure Replacement and Upgrades - Window and Exterior Door Replacement
Countywide
Libraries - George Mason Regional Library - 2020
Mason
Libraries - Herndon Fortnightly Community Library - 2026
Dranesville
Libraries - Kings Park Community Library - 2026
Braddock
Libraries - Kingstowne Regional Library - 2020
Franconia
Libraries - Patrick Henry Community Library - 2020
Hunter Mill
Libraries - Reston Regional Library and Community Spaces (part of RTCN Redevelopment)
Hunter Mill
Libraries - Sherwood Regional Library - 2020
Mount Vernon
NOVA Parks - ADA Improvements
Countywide
NOVA Parks - Algonkian Regional Park
Countywide
NOVA Parks - Beaverdam Reservoir Park
Countywide
NOVA Parks - Bull Run Atlantis Waterpark
Countywide
NOVA Parks - Bull Run Light Show
Countywide
NOVA Parks - Cameron Run Great Waves Waterpark
Countywide
NOVA Parks - Cameron Run Ice and Lights
Countywide
NOVA Parks - Carlyle House Renovation
Countywide
NOVA Parks - Cattail Ordinary
Countywide
NOVA Parks - Fountainhead Marina Renovation
Countywide
NOVA Parks - Golf Course Improvements
Countywide
NOVA Parks - Habitat Restoration and Invasive Species Removal
Countywide
NOVA Parks - Headquarters
Countywide
NOVA Parks - Land Acquisition
Countywide
NOVA Parks - Meadowlark Botanical Gardens
Countywide
NOVA Parks - Meadowlark Botanical Gardens - Walk of Lights
Countywide
NOVA Parks - Miscellaneous Improvements
Countywide
NOVA Parks - Occoquan Regional Park
Countywide
NOVA Parks - Park Development Support and Planning
Countywide
NOVA Parks - Park Energy Projects
Countywide
NOVA Parks - Park Road and Parking Renovation and Maintenance
Countywide
NOVA Parks - Pohick and Bull Run Camp Improvements
Countywide
NOVA Parks - Pohick Bay Marina
Countywide
NOVA Parks - Pohick Bay Pirate's Cove Waterpark
Countywide
NOVA Parks - Temple Hall Farm Regional Park
Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 36
Project District
5-Year CIP Period: Projects by Function
NOVA Parks - Vehicles and Equipment
Countywide
NOVA Parks - W&OD Railroad Regional Park
Countywide
NOVA Parks - Waterpark Maintenance
Countywide
NOVA Parks - Winkler Botanical Preserve
Countywide
Park Authority - ADA Compliance - Parks Countywide
Park Authority - Capital Sinking Fund for Parks Countywide
Park Authority - Confederate Name Changes - Parks
Countywide
Park Authority - Justice Park Improvements
Mason
Park Authority - Land Acquisition and Open Space - 2020
Countywide
Park Authority - Land Acquisition and Park Development - 2026
Countywide
Park Authority - Natural and Cultural Resource Stewardship - 2016
Countywide
Park Authority - Natural and Cultural Resource Stewardship - 2020
Countywide
Park Authority - New Park Development - 2016
Countywide
Park Authority - New Park Development - 2020
Countywide
Park Authority - Park Improvements
Countywide
Park Authority - Park Infrastructure Improvements - 2016
Countywide
Park Authority - Park Playground Assessment
Countywide
Park Authority - Park Renovations and Upgrades - 2016 (includes Mount Vernon Rec Center)
Countywide
Park Authority - Park Renovations and Upgrades - 2020
Countywide
Park Authority - Parks - Bamboo Mitigation
Countywide
Park Authority - Parks - Building/Structures Reinvestment Countywide
Park Authority - Parks - Cemetery Enhancements
Countywide
Park Authority - Parks - CIP Projects Countywide
Park Authority - Parks - Equipment Zero Waste Countywide
Park Authority - Parks - Forestry Maintenance Countywide
Park Authority - Parks - Grounds Maintenance Countywide
Park Authority - Parks - Infrastructure/Amenities Upgrades
Countywide
Park Authority - Parks - Preventative Maintenance and Inspections Countywide
Park Authority - Parks - Rec Center Renewals/Upgrades
Countywide
Park Authority - Parks - Wakefield Park Pickleball Courts
Braddock
Park Authority - Sully Site Educational Initiatives Sully
Public Safety - Feasibility Studies Countywide
Public Safety: Fire and Rescue - Fairview Fire Station - 2018
Springfield
Public Safety: Fire and Rescue - Fort Buffalo Fire Station - 2018 (formerly Seven Corners)
Mason
Public Safety: Fire and Rescue - Fox Mill Fire Station - 2024
Hunter Mill
Public Safety: Fire and Rescue - Gunston Fire Station - 2018
Mount Vernon
Public Safety: Fire and Rescue - Mount Vernon Fire Station - 2018
Mount Vernon
Public Safety: Fire and Rescue - Oakton Fire Station - 2024
Providence
Public Safety: Fire and Rescue - Penn Daw Fire Station - 2015
Mount Vernon
Public Safety: Fire and Rescue - Traffic Light Preemptive Devices
Countywide
Public Safety: Fire and Rescue - Traffic Light Preemptive Maintenance
Countywide
Public Safety: Fire and Rescue - Tysons Fire Station - 2024
Providence
Public Safety: Fire and Rescue - USAR Site Remediation
Mount Vernon
Public Safety: Fire and Rescue - Volunteer Fire Station - 2018
Mason
Public Safety: Police - Criminal Justice Academy - 2018 & 2024 Sully
Public Safety: Police - Emergency Vehicle Operations and K9 Center - 2015
Sully
Public Safety: Police - Franconia Police Station - 2015
Franconia
Public Safety: Police - Mason Police Station - 2018
Mason
Public Safety: Police - Mount Vernon Colocation Opportunities (including Mt Vernon Police Station)
Mount Vernon
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 37
Project District
5-Year CIP Period: Projects by Function
Public Safety: Police - Police Evidence Storage Annex - 2018
Providence
Public Safety: Police - Police Tactical Operations - 2015
Mason
Public Safety: Police - Public Safety Temporary Facilities
Sully
Public Schools - Armstrong Elementary
Hunter Mill
Public Schools - Bonnie Brae Elementary Braddock
Public Schools - Bren Mar Park Elementary Mason
Public Schools - Brookfield Elementary Sully
Public Schools - Centre Ridge Elementary Sully
Public Schools - Centreville High Springfield
Public Schools - Cooper Middle Dranesville
Public Schools - Crossfield Elementary Hunter Mill
Public Schools - Cub Run Elementary Sully
Public Schools - Dranesville Elementary Dranesville
Public Schools - Dunn Loring Elementary Providence
Public Schools - Falls Church High Mason
Public Schools - Franklin Middle Sully
Public Schools - Herndon Elementary
Dranesville
Public Schools - Justice High Addition Mason
Public Schools - Lees Corner Elementary Sully
Public Schools - Louise Archer Elementary Hunter Mill
Public Schools - Modular Relocations TBD
Public Schools - Mosaic Elementary Providence
Public Schools - Pimmit Hills Repurpose
Dranesville
Public Schools - Poplar Tree Elementary Sully
Public Schools - Route 1/Pinewood Lakes Early Childhood Center Franconia
Public Schools - Sangster Elementary Springfield
Public Schools - Saratoga Elementary Springfield
Public Schools - Security Vestibules
Countywide
Public Schools - Silver Line Elementary Dranesville
Public Schools - Twain Middle
Franconia
Public Schools - Tysons Elementary
Providence
Public Schools - Union Mill Elementary Springfield
Public Schools - Virginia Hills Repurpose
Franconia
Public Schools - Virginia Run Elementary Sully
Public Schools - Wakefield Forest Elementary Braddock
Public Schools - Waples Mill Elementary Springfield
Public Schools - Western High School
TBD
Public Schools - Western High School Site Acquisition
TBD
Public Schools - Willow Springs Elementary Springfield
Revitalization and Neighborhood Improvements - Capital Sinking Fund for Revitalization
Countywide
Revitalization and Neighborhood Improvements - Developer Defaults Countywide
Revitalization and Neighborhood Improvements - Developer Streetlight Program Countywide
Revitalization and Neighborhood Improvements - District Capital Projects
Countywide
Revitalization and Neighborhood Improvements - Emergency/Grass Mowing Directive Programs Countywide
Revitalization and Neighborhood Improvements - Minor Streetlight Upgrades Countywide
Revitalization and Neighborhood Improvements - Payments of Interest on Bond Deposits Countywide
Revitalization and Neighborhood Improvements - Revitalization - Mason District
Mason
Revitalization and Neighborhood Improvements - Revitalization - McLean Dranesville
Revitalization and Neighborhood Improvements - Revitalization - Mural Pilot Program
Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 38
Project District
5-Year CIP Period: Projects by Function
Revitalization and Neighborhood Improvements - Revitalization - Richmond Highway Franconia/Mount Vernon
Revitalization and Neighborhood Improvements - Revitalization - Springfield
Springfield
Revitalization and Neighborhood Improvements - Revitalization - Springfield Branding
Springfield
Revitalization and Neighborhood Improvements - Revitalization - Springfield Planning
Springfield
Revitalization and Neighborhood Improvements - Revitalization Initiatives
Countywide
Revitalization and Neighborhood Improvements - Revitalization Maintenance - CRP Areas
Countywide
Revitalization and Neighborhood Improvements - Strike Force Blight Abatement Countywide
Revitalization and Neighborhood Improvements - Survey Control Network Monumentation
Countywide
Solid Waste - I-66 Administrative Building Renovation
Springfield
Solid Waste - I-66 Basement Drainage Renovation
Springfield
Solid Waste - I-66 Environmental Compliance
Springfield
Solid Waste - I-66 Transport Study/Site Redevelopment
Springfield
Solid Waste - I-95 Landfill Closure
Mount Vernon
Solid Waste - I-95 Landfill Environmental Compliance
Mount Vernon
Solid Waste - I-95 Landfill Leachate Facility
Mount Vernon
Solid Waste - I-95 Landfill Lot B Redesign
Mount Vernon
Solid Waste - I-95 Landfill New Service Road
Mount Vernon
Solid Waste - I-95 Methane Gas Recovery Mount Vernon
Solid Waste - I-95 Operations Building Renovation
Mount Vernon
Solid Waste - I-95 Transfer/Materials Recovery Facility Mount Vernon
Solid Waste - Newington Refuse Facility Enhancements Mount Vernon
Solid Waste - Solid Waste Storm Clean Ups Countywide
Stormwater Management - Conveyance System Inspection/Development Countywide
Stormwater Management - Conveyance System Rehabilitation Countywide
Stormwater Management - Dam and Facility Maintenance Countywide
Stormwater Management - Dam Safety and Facility Rehabilitation Countywide
Stormwater Management - Debt Service for Stormwater/Wastewater Facility Countywide
Stormwater Management - Emergency and Flood Response Projects Countywide
Stormwater Management - Enterprise Asset Management - Work Order System Countywide
Stormwater Management - Grant Contributions to NVSWCD Countywide
Stormwater Management - Lake Accotink Dredging Braddock
Stormwater Management - NVSWCD Contributory Countywide
Stormwater Management - Occoquan Monitoring Contributory Countywide
Stormwater Management - Pro Rata Share Drainage Improvements Countywide
Stormwater Management - Stormwater Allocation to Towns Countywide
Stormwater Management - Stormwater Regulatory Program Countywide
Stormwater Management - Stormwater/Wastewater Facility Braddock
Stormwater Management - Stream and Water Quality Improvements Countywide
Stormwater Management - Tree Preservation and Plantings Countywide
Transportation Initiatives - Bicycle and Pedestrian Access Facilities Countywide
Transportation Initiatives - Board of Supervisors TPP Countywide
Transportation Initiatives - Capital Sinking Fund for County Roads
Countywide
Transportation Initiatives - Capital Sinking Fund for Walkways
Countywide
Transportation Initiatives - Confederate Name Changes - Roads
Countywide
Transportation Initiatives - Contributed Roadway Improvements
Countywide
Transportation Initiatives - Herndon Monroe Area Development Study
Hunter Mill
Transportation Initiatives - Metro CIP
Countywide
Transportation Initiatives - Reinvestment and Repairs to County Roads Countywide
Transportation Initiatives - Reinvestment and Repairs to Walkways Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 39
Project District
5-Year CIP Period: Projects by Function
Transportation Initiatives - Traffic Calming Program
Countywide
Transportation Initiatives - Trail Snow Removal Pilot
Countywide
Transportation Initiatives - Transportation Planning/Planning and Development Studies Countywide
Wastewater Management - Alexandria WWTP Upgrades Countywide
Wastewater Management - Arlington WWTP Upgrades
Countywide
Wastewater Management - DC Blue Plains WWTP Upgrades
Countywide
Wastewater Management - Extension and Improvements Projects
Countywide
Wastewater Management - Gravity Sewer Capacity Improvements
Countywide
Wastewater Management - Gravity Sewer Conditional Improvements
Countywide
Wastewater Management - Integrated Sewer Metering
Countywide
Wastewater Management - Noman M. Cole, Jr., Water Recycling Facility Rehab and Replacement
Mount Vernon
Wastewater Management - Pumping Station Rehabilitation
Countywide
Wastewater Management - Stormwater/Wastewater Facility Share
Countywide
Wastewater Management - Upper Occoquan Service Authority Treatment Plant Upgrades
Countywide
Wastewater Management - Wastewater Colchester Contribution Mount Vernon
Wastewater Management - Wastewater Developers Reimbursement Program
Countywide
Wastewater Management - WPMD Outside Agency Coordination
Countywide
Water Supply - Additions, Extensions, and Betterments
Countywide
Water Supply - Extraordinary Maintenance and Repairs
Countywide
Water Supply - General and Administrative
Countywide
Water Supply - General Studies and Programs
Countywide
Water Supply - Potomac Stage IV General Plant Facilities
Countywide
Water Supply - Potomac Stage IV Transmission Facilities
Countywide
Water Supply - Subdivision and Other Development Projects
Countywide
Water Supply - System Integration - City of Falls Church & City of Fairfax
Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 40
Project District
Braddock District
Athletic Field Program - Athletic Fields - Girls Softball Equity - Capital
Braddock
Libraries - Kings Park Community Library - 2026
Braddock
Park Authority - Parks - Wakefield Park Pickleball Courts
Braddock
Public Schools - Bonnie Brae Elementary Braddock
Public Schools - Wakefield Forest Elementary Braddock
Stormwater Management - Lake Accotink Dredging Braddock
Stormwater Management - Stormwater/Wastewater Facility Braddock
Countywide
Athletic Field Program - Athletic Fields - APRT Amenity Maintenance Countywide
Athletic Field Program - Athletic Fields - FCPS Field Maintenance Countywide
Athletic Field Program - Athletic Fields - FCPS Lighting Upgrades Countywide
Athletic Field Program - Athletic Fields - Girls Softball Equity
Countywide
Athletic Field Program - Athletic Fields - Park Field Maintenance Countywide
Athletic Field Program - Athletic Services Fee - Custodial Support Countywide
Athletic Field Program - Athletic Services Fee - FCPS Diamond Fields Countywide
Athletic Field Program - Athletic Services Fee - Sports Scholarships Countywide
Athletic Field Program - Athletic Services Fee - Turf Field Development Countywide
Athletic Field Program - Athletic Services Fee - Turf Field Replacement Countywide
Environmental and Energy Program - CECAP Countywide
Environmental and Energy Program - Climate Action Implementation Countywide
Environmental and Energy Program - Composting Program
Countywide
Environmental and Energy Program - Energy Contracts (ESCO)
Countywide
Environmental and Energy Program - Energy Contracts (ESCO) - Parks
Countywide
Environmental and Energy Program - EV Stations
Countywide
Environmental and Energy Program - FMD Retrofits
Countywide
Environmental and Energy Program - HomeWise Outreach Program Countywide
Environmental and Energy Program - Latino Conservation Week Support
Countywide
Environmental and Energy Program - LED Streetlights
Countywide
Environmental and Energy Program - Natural Landscaping
Countywide
Environmental and Energy Program - Parks Battery Leaf Blowers Countywide
Environmental and Energy Program - Parks Bike to Parks Countywide
Environmental and Energy Program - Parks Bottle Filling Stations Countywide
Environmental and Energy Program - Parks Conservation and Education Countywide
Environmental and Energy Program - Parks Dark Skies Education Countywide
Environmental and Energy Program - Parks Historic House Energy Improvements
Countywide
Environmental and Energy Program - Parks Invasive Management Area Program Countywide
Environmental and Energy Program - Parks Meadow Restorations Countywide
Environmental and Energy Program - Parks Retrofits
Countywide
Environmental and Energy Program - Parks Watch the Green Grow Countywide
Environmental and Energy Program - Parks Water Chestnut Control Countywide
Environmental and Energy Program - Plastic Bag Tax Projects Countywide
Environmental and Energy Program - Renewable Energy Initiatives
Countywide
Environmental and Energy Program - Reserve for Carbon Neutral Operations
Countywide
5-Year CIP Period: Projects by Supervisor District
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 41
Project District
5-Year CIP Period: Projects by Supervisor District
Government Facilities and Programs - CIP Feasibility Studies
Countywide
Government Facilities and Programs - DPWES Snow Removal
Countywide
Government Facilities and Programs - DPWES Transportation Maintenance
Countywide
Government Facilities and Programs - Facility Space Realignments
Countywide
Government Facilities and Programs - FMD Bamboo Mitigation
Countywide
Government Facilities and Programs - FMD Security Improvements
Countywide
Government Facilities and Programs - Illegal Sign Removal Program
Countywide
Government Facilities and Programs - Joint Venture Development
Countywide
Government Facilities and Programs - NOVA Community College Contribution
Countywide
Government Facilities and Programs - Planning Initiatives
Countywide
Government Facilities and Programs - Security Studies and Improvements
Countywide
Health and Human Services - Community Center Courts Renovations
Countywide
Health and Human Services - CSB Facility Retrofits
Countywide
Health and Human Services - Early Childhood Education Initiatives - 2026
Countywide
Health and Human Services - SACC Contribution
Countywide
Housing Development - ADA Compliance - Housing
Countywide
Housing Development - Housing Blueprint Project (Affordable Housing)
Countywide
Housing Development - Planning and Needs Assessment
Countywide
Infrastructure Replacement and Upgrades - ADA Compliance - FMD Countywide
Infrastructure Replacement and Upgrades - Building Automation Systems
Countywide
Infrastructure Replacement and Upgrades - Capital Sinking Fund for Facilities
Countywide
Infrastructure Replacement and Upgrades - Electrical System Upgrades and Replacement
Countywide
Infrastructure Replacement and Upgrades - Elevator/Escalator Renewal
Countywide
Infrastructure Replacement and Upgrades - Emergency Generator Replacement
Countywide
Infrastructure Replacement and Upgrades - Emergency Systems Failures
Countywide
Infrastructure Replacement and Upgrades - Flooring Replacement
Countywide
Infrastructure Replacement and Upgrades - HVAC and Plumbing System Upgrades and Replace Countywide
Infrastructure Replacement and Upgrades - Life Safety System Replacements
Countywide
Infrastructure Replacement and Upgrades - Miscellaneous Building Repairs Countywide
Infrastructure Replacement and Upgrades - Parking Lot and Parking Garage Improvements
Countywide
Infrastructure Replacement and Upgrades - Roof and Envelope Repairs and Waterproofing
Countywide
Infrastructure Replacement and Upgrades - Window and Exterior Door Replacement
Countywide
NOVA Parks - ADA Improvements
Countywide
NOVA Parks - Algonkian Regional Park
Countywide
NOVA Parks - Beaverdam Reservoir Park
Countywide
NOVA Parks - Bull Run Light Show
Countywide
NOVA Parks - Bull Run Atlantis Waterpark
Countywide
NOVA Parks - Cameron Run Ice and Lights
Countywide
NOVA Parks - Cameron Run Great Waves Waterpark
Countywide
NOVA Parks - Carlyle House Renovation
Countywide
NOVA Parks - Cattail Ordinary
Countywide
NOVA Parks - Fountainhead Marina Renovation
Countywide
NOVA Parks - Golf Course Improvements
Countywide
NOVA Parks - Habitat Restoration and Invasive Species Removal
Countywide
NOVA Parks - Headquarters
Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 42
Project District
5-Year CIP Period: Projects by Supervisor District
NOVA Parks - Land Acquisition
Countywide
NOVA Parks - Meadowlark Botanical Gardens
Countywide
NOVA Parks - Meadowlark Botanical Gardens - Walk of Lights
Countywide
NOVA Parks - Miscellaneous Improvements
Countywide
NOVA Parks - Occoquan Regional Park
Countywide
NOVA Parks - Park Development Support and Planning
Countywide
NOVA Parks - Park Energy Projects
Countywide
NOVA Parks - Park Road and Parking Renovation and Maintenance
Countywide
NOVA Parks - Pohick and Bull Run Camp Improvements
Countywide
NOVA Parks - Pohick Bay Marina
Countywide
NOVA Parks - Pohick Bay Pirate's Cove Waterpark
Countywide
NOVA Parks - Temple Hall Farm Regional Park
Countywide
NOVA Parks - Vehicles and Equipment
Countywide
NOVA Parks - W&OD Railroad Regional Park
Countywide
NOVA Parks - Waterpark Maintenance
Countywide
NOVA Parks - Winkler Botanical Preserve
Countywide
Park Authority - ADA Compliance - Parks Countywide
Park Authority - Capital Sinking Fund for Parks Countywide
Park Authority - Confederate Name Changes - Parks
Countywide
Park Authority - Land Acquisition and Open Space - 2020
Countywide
Park Authority - Land Acquisition and Park Development - 2026
Countywide
Park Authority - Natural and Cultural Resource Stewardship - 2016
Countywide
Park Authority - Natural and Cultural Resource Stewardship - 2020
Countywide
Park Authority - New Park Development - 2016
Countywide
Park Authority - New Park Development - 2020
Countywide
Park Authority - Park Improvements
Countywide
Park Authority - Park Infrastructure Improvements - 2016
Countywide
Park Authority - Park Playground Assessment
Countywide
Park Authority - Park Renovations and Upgrades - 2016 (includes Mount Vernon Rec Center)
Countywide
Park Authority - Park Renovations and Upgrades - 2020
Countywide
Park Authority - Parks - Bamboo Mitigation
Countywide
Park Authority - Parks - Building/Structures Reinvestment Countywide
Park Authority - Parks - Cemetery Enhancements
Countywide
Park Authority - Parks - CIP Projects Countywide
Park Authority - Parks - Equipment Zero Waste Countywide
Park Authority - Parks - Forestry Maintenance Countywide
Park Authority - Parks - Grounds Maintenance Countywide
Park Authority - Parks - Infrastructure/Amenities Upgrades
Countywide
Park Authority - Parks - Preventative Maintenance and Inspections Countywide
Park Authority - Parks - Rec Center Renewals/Upgrades
Countywide
Public Safety - Feasibility Studies Countywide
Public Safety: Fire and Rescue - Traffic Light Preemptive Devices
Countywide
Public Safety: Fire and Rescue - Traffic Light Preemptive Maintenance
Countywide
Public Schools - Security Vestibules
Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 43
Project District
5-Year CIP Period: Projects by Supervisor District
Revitalization and Neighborhood Improvements - Capital Sinking Fund for Revitalization
Countywide
Revitalization and Neighborhood Improvements - Developer Defaults Countywide
Revitalization and Neighborhood Improvements - Developer Streetlight Program Countywide
Revitalization and Neighborhood Improvements - District Capital Projects
Countywide
Revitalization and Neighborhood Improvements - Emergency/Grass Mowing Directive Programs Countywide
Revitalization and Neighborhood Improvements - Minor Streetlight Upgrades Countywide
Revitalization and Neighborhood Improvements - Payments of Interest on Bond Deposits Countywide
Revitalization and Neighborhood Improvements - Revitalization - Mural Pilot Program
Countywide
Revitalization and Neighborhood Improvements - Revitalization Initiatives
Countywide
Revitalization and Neighborhood Improvements - Revitalization Maintenance - CRP Areas
Countywide
Revitalization and Neighborhood Improvements - Strike Force Blight Abatement Countywide
Revitalization and Neighborhood Improvements - Survey Control Network Monumentation
Countywide
Solid Waste - Solid Waste Storm Clean Ups Countywide
Stormwater Management - Conveyance System Inspection/Development Countywide
Stormwater Management - Conveyance System Rehabilitation Countywide
Stormwater Management - Dam and Facility Maintenance Countywide
Stormwater Management - Dam Safety and Facility Rehabilitation Countywide
Stormwater Management - Debt Service for Stormwater/Wastewater Facility Countywide
Stormwater Management - Emergency and Flood Response Projects Countywide
Stormwater Management - Enterprise Asset Management - Work Order System Countywide
Stormwater Management - Grant Contributions to NVSWCD Countywide
Stormwater Management - NVSWCD Contributory Countywide
Stormwater Management - Occoquan Monitoring Contributory Countywide
Stormwater Management - Pro Rata Share Drainage Improvements Countywide
Stormwater Management - Stormwater Allocation to Towns Countywide
Stormwater Management - Stormwater Regulatory Program Countywide
Stormwater Management - Stream and Water Quality Improvements Countywide
Stormwater Management - Tree Preservation and Plantings Countywide
Transportation Initiatives - Bicycle and Pedestrian Access Facilities Countywide
Transportation Initiatives - Board of Supervisors TPP Countywide
Transportation Initiatives - Capital Sinking Fund for County Roads
Countywide
Transportation Initiatives - Capital Sinking Fund for Walkways
Countywide
Transportation Initiatives - Confederate Name Changes - Roads
Countywide
Transportation Initiatives - Contributed Roadway Improvements
Countywide
Transportation Initiatives - Metro CIP
Countywide
Transportation Initiatives - Reinvestment and Repairs to County Roads Countywide
Transportation Initiatives - Reinvestment and Repairs to Walkways Countywide
Transportation Initiatives - Traffic Calming Program
Countywide
Transportation Initiatives - Trail Snow Removal Pilot
Countywide
Transportation Initiatives - Transportation Planning/Planning and Development Studies Countywide
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 44
Project District
5-Year CIP Period: Projects by Supervisor District
Wastewater Management - Alexandria WWTP Upgrades Countywide
Wastewater Management - Arlington WWTP Upgrades
Countywide
Wastewater Management - DC Blue Plains WWTP Upgrades
Countywide
Wastewater Management - Extension and Improvements Projects
Countywide
Wastewater Management - Gravity Sewer Capacity Improvements
Countywide
Wastewater Management - Gravity Sewer Conditional Improvements
Countywide
Wastewater Management - Integrated Sewer Metering
Countywide
Wastewater Management - Pumping Station Rehabilitation
Countywide
Wastewater Management - Stormwater/Wastewater Facility Share
Countywide
Wastewater Management - Upper Occoquan Service Authority Treatment Plant Upgrades
Countywide
Wastewater Management - Wastewater Developers Reimbursement Program
Countywide
Wastewater Management - WPMD Outside Agency Coordination
Countywide
Water Supply - Additions, Extensions, and Betterments
Countywide
Water Supply - Extraordinary Maintenance and Repairs
Countywide
Water Supply - General and Administrative
Countywide
Water Supply - General Studies and Programs
Countywide
Water Supply - Potomac Stage IV General Plant Facilities
Countywide
Water Supply - Potomac Stage IV Transmission Facilities
Countywide
Water Supply - Subdivision and Other Development Projects
Countywide
Water Supply - System Integration - City of Falls Church & City of Fairfax
Countywide
Dranesville District
Government Facilities and Programs - Public Facilities in Tysons
Dranesville
Government Facilities and Programs - Salona Property Payment
Dranesville
Health and Human Services - McLean Community Center Improvements
Dranesville
Infrastructure Replacement and Upgrades - ADA Improvements - Old Firehouse Dranesville
Libraries - Herndon Fortnightly Community Library - 2026
Dranesville
Public Schools - Cooper Middle Dranesville
Public Schools - Dranesville Elementary Dranesville
Public Schools - Herndon Elementary
Dranesville
Public Schools - Pimmit Hills Repurpose
Dranesville
Public Schools - Silver Line Elementary Dranesville
Revitalization and Neighborhood Improvements - Revitalization - McLean Dranesville
Fairfax City
Health and Human Services - Health Department Laboratory - 2026 Fairfax City
Health and Human Services - Willard Health Center - 2020 Fairfax City
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 45
Project District
5-Year CIP Period: Projects by Supervisor District
Franconia District
Health and Human Services - Crossroads Renovation - 2020
Franconia
Health and Human Services - Hybla Valley Childcare Center
Franconia
Health and Human Services - Hybla Valley Community Center
Franconia
Health and Human Services - Kingstowne Childcare Center
Franconia
Libraries - Kingstowne Regional Library - 2020
Franconia
Public Safety: Police - Franconia Police Station - 2015 Franconia
Public Schools - Route 1/Pinewood Lakes Early Childhood Center
Franconia
Public Schools - Twain Middle
Franconia
Public Schools - Virginia Hills Repurpose Franconia
Revitalization and Neighborhood Improvements - Revitalization - Richmond Highway Franconia/Mount Vernon
Hunter Mill District
Government Facilities and Programs - Lake Anne Study - DPD
Hunter Mill
Government Facilities and Programs - RTCN Site Infrastructure
Hunter Mill
Health and Human Services - Embry Rucker Shelter - 2016
Hunter Mill
Health and Human Services - Reston Community Center Improvements
Hunter Mill
Health and Human Services - RTCN Human Services Center
Hunter Mill
Health and Human Services - Tysons Community Center
Hunter Mill
Libraries - Reston Regional Library and Community Spaces (part of RTCN Redevelopment)
Hunter Mill
Libraries - Patrick Henry Community Library - 2020
Hunter Mill
Public Safety: Fire and Rescue - Fox Mill Fire Station - 2024
Hunter Mill
Public Schools - Armstrong Elementary
Hunter Mill
Public Schools - Crossfield Elementary
Hunter Mill
Public Schools - Louise Archer Elementary
Hunter Mill
Transportation Initiatives - Herndon Monroe Area Development Study
Hunter Mill
Mason District
Environmental and Energy Program - Annandale Urban Park Mason
Environmental and Energy Program - Parks Magnolia Bog Restoration Mason
Health and Human Services - Patrick Henry Shelter - 2016
Mason
Libraries - George Mason Regional Library - 2020
Mason
Park Authority - Justice Park Improvements Mason
Public Safety: Fire and Rescue - Fort Buffalo Fire Station - 2018 (formerly Seven Corners)
Mason
Public Safety: Fire and Rescue - Volunteer Fire Station - 2018
Mason
Public Safety: Police - Mason Police Station - 2018
Mason
Public Safety: Police - Police Tactical Operations - 2015
Mason
Public Schools - Bren Mar Park Elementary
Mason
Public Schools - Falls Church High Mason
Public Schools - Justice High Addition Mason
Revitalization and Neighborhood Improvements - Revitalization - Mason District Mason
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 46
Project District
5-Year CIP Period: Projects by Supervisor District
Mount Vernon District
Government Facilities and Programs - Original Mount Vernon HS Site Development
Mount Vernon
Government Facilities and Programs - Workhouse Campus Improvements
Mount Vernon
Health and Human Services - Eleanor Kennedy Shelter - 2016
Mount Vernon
Health and Human Services - Original Mount Vernon HS Building Renovation
Mount Vernon
Libraries - Sherwood Regional Library - 2020
Mount Vernon
Public Safety: Fire and Rescue - Gunston Fire Station - 2018
Mount Vernon
Public Safety: Fire and Rescue - Mount Vernon Fire Station - 2018
Mount Vernon
Public Safety: Fire and Rescue - Penn Daw Fire Station - 2015
Mount Vernon
Public Safety: Fire and Rescue - USAR Site Remediation
Mount Vernon
Public Safety: Police - Mount Vernon Colocation Opportunities (including Mt Vernon Police Station)
Mount Vernon
Solid Waste - I-95 Landfill Closure
Mount Vernon
Solid Waste - I-95 Landfill Environmental Compliance
Mount Vernon
Solid Waste - I-95 Landfill Leachate Facility
Mount Vernon
Solid Waste - I-95 Landfill Lot B Redesign
Mount Vernon
Solid Waste - I-95 Landfill New Service Road
Mount Vernon
Solid Waste - I-95 Methane Gas Recovery
Mount Vernon
Solid Waste - I-95 Operations Building Renovation
Mount Vernon
Solid Waste - I-95 Transfer/Materials Recovery Facility Mount Vernon
Solid Waste - Newington Refuse Facility Enhancements
Mount Vernon
Wastewater Management - Noman M. Cole, Jr., Water Recycling Facility Rehab and Replacement Mount Vernon
Wastewater Management - Wastewater Colchester Contribution Mount Vernon
Providence District
Court Facilities - Adult Detention Center Renovation - 2018
Providence
Court Facilities - Courtroom Renovation Equipment/Furniture
Providence
Court Facilities - Courtroom Renovations - Bond Funded - 2012
Providence
Court Facilities - Historic Courthouse Demo/Reno
Providence
Court Facilities - Judicial Annex (Building One)
Providence
Public Safety: Fire and Rescue - Oakton Fire Station - 2024
Providence
Public Safety: Fire and Rescue - Tysons Fire Station - 2024
Providence
Public Safety: Police - Police Evidence Storage Annex - 2018
Providence
Public Schools - Dunn Loring Elementary Providence
Public Schools - Mosaic Elementary Providence
Public Schools - Tysons Elementary
Providence
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 47
Project District
5-Year CIP Period: Projects by Supervisor District
Springfield District
Health and Human Services - Springfield Community Resource Center - 2026
Springfield
Infrastructure Replacement and Upgrades - MPSTOC County Support for Renewal
Springfield
Infrastructure Replacement and Upgrades - MPSTOC State Support for Renewal
Springfield
Public Safety: Fire and Rescue - Fairview Fire Station - 2018
Springfield
Public Schools - Centreville High Springfield
Public Schools - Sangster Elementary Springfield
Public Schools - Saratoga Elementary Springfield
Public Schools - Union Mill Elementary Springfield
Public Schools - Waples Mill Elementary Springfield
Public Schools - Willow Springs Elementary Springfield
Revitalization and Neighborhood Improvements - Revitalization - Springfield
Springfield
Revitalization and Neighborhood Improvements - Revitalization - Springfield Branding
Springfield
Revitalization and Neighborhood Improvements - Revitalization - Springfield Planning
Springfield
Solid Waste - I-66 Administrative Building Renovation
Springfield
Solid Waste - I-66 Basement Drainage Renovation
Springfield
Solid Waste - I-66 Environmental Compliance
Springfield
Solid Waste - I-66 Transport Study/Site Redevelopment
Springfield
Sully District
Environmental and Energy Program - Parks Sully Woodlands Center Sully
Health and Human Services - Fair Ridge Shelter
Sully
Health and Human Services - Tim Harmon Campus Renovations - 2026
Sully
Park Authority - Sully Site Educational Initiatives Sully
Public Safety: Police - Criminal Justice Academy - 2018 & 2024 Sully
Public Safety: Police - Emergency Vehicle Operations and K9 Center - 2015
Sully
Public Safety: Police - Public Safety Temporary Facilities
Sully
Public Schools - Brookfield Elementary Sully
Public Schools - Centre Ridge Elementary Sully
Public Schools - Cub Run Elementary Sully
Public Schools - Franklin Middle Sully
Public Schools - Lees Corner Elementary Sully
Public Schools - Poplar Tree Elementary Sully
Public Schools - Virginia Run Elementary Sully
To Be Determined
Health and Human Services - Crisis Services Facility
TBD
Public Schools - Modular Relocations TBD
Public Schools - Western High School
TBD
Public Schools - Western High School Site Acquisition
TBD
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 48
FAIRFAX COUNTY INTERACTIVE MAP
SUMMARY
The link below provides a Fairfax County interactive map which includes a comprehensive view of all CIP project locations:
• https://fairfaxcountygis.maps.arcgis.com/apps/webappviewer/index.html?id=785a6a88edea4f039489dd4eb225b654
Projects are grouped into categories and can be filtered by category or Supervisory District.
HOW TO USE
Navigate by either using the zoom +/- button or with a mouse scroll bar. Click, hold, and drag with the mouse to move around the
map.
Click on the icons to view pop-up project information, including project name, category, address, and Supervisory District.
• Use the filter widget to filter by category and/or Supervisory District.
• Legend defines map symbols.
• Use the search bar to search by address or place.
OTHER MAPS
The link below provides a more detailed level of Stormwater projects throughout the County:
• Stormwater Improvement Projects | Public Works and Environmental Services (fairfaxcounty.gov)
The link below provides a detailed view of Transportation projects throughout the County:
• FCDOT Capital Projects (arcgis.com)
CIP
PROJECT
LOCATIONS
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 49
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 50
COUNTYWIDE
SECTIONS
SUMMARY
This section of the CIP provides two overarching summary sections including the Countywide
Infrastructure Replacement Requirements section and the Joint Development Projects section.
The Countywide Infrastructure section provides a snapshot of the capital infrastructure
replacement and upgrade requirements throughout the County. The Joint Development
Projects section identifies projects partially or fully financed through partnership
agreements or alternate financing methods.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 51
Countywide Infrastructure Replacement Requirements
This section provides a compilation of the Infrastructure replacement and upgrade requirements
associated with the various program areas contained in the Capital Improvement Program (CIP).
Infrastructure replacement and upgrades is the planned replacement of building subsystems, such
as roofs, electrical systems, HVAC systems, plumbing systems, and other infrastructure, that has
reached the end of its useful life. Without significant reinvestment in building subsystems, older
facilities can fall into a state of deterioration and the maintenance and repair costs necessary to keep
them functional will increase. One of the primary roles in facility management is to maximize the life
of facilities, avoid their obsolescence, and provide for a planned program of repairs, improvements,
and restorations. Infrastructure replacement and upgrade projects also include the reinvestment
required for stormwater facilities and conveyance pipes, sewer lines, parks, trails, and bus shelters.
It is important to support the reinvestment and maintenance of spaces, structures, and infrastructure
in a routine, scheduled, or anticipated fashion to prevent failure and/or degradation. More
importantly, this type of infrastructure replacement and upgrade work can reduce the potential for
the exorbitant cost and inconvenience associated with unanticipated failures and safety concerns.
As the County infrastructure ages, more frequent replacement and upgrades are required. Fairfax
County’s inventory of infrastructure includes not only government buildings, but housing units, miles
of walkways and sewer pipes, and many facilities, such as residential facilities and fire stations that
operate 24/7, 365 days per year. Infrastructure Replacement and Upgrade projects are prioritized
based on life safety concerns, repair history, and availability of replacement parts. The following chart
displays some of the types of infrastructure that the County and School System is responsible for
maintaining.
Program
Description
Current
Infrastructure
Replacement
Program
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 52
Countywide Infrastructure Replacement Requirements
In the spring of 2014, the Board of Supervisors and the School Board approved the Infrastructure
Financing Committee’s Final Report and Recommendations regarding long-term maintenance plans
for both the County and Schools. The Report contained many recommendations, one of which was
to develop standard definitions. The definition approved for infrastructure replacements and
upgrades is stated below:
Infrastructure Replacement and Upgrades
Infrastructure Replacement and Upgrades refers to the planned replacement of building subsystems
that have reached the end of their useful life. These systems, once replaced, will have an average
life cycle of 20 years or more. Without significant reinvestment in facility subsystems, older facilities
can fall into a state of ever-decreasing condition and functionality, and the maintenance and repair
costs necessary to operate the facilities increase. Currently these types of infrastructure replacement
and upgrades are funded within operational budgets or financed using municipal bonds. Examples
of infrastructure replacement and upgrades include:
• Electrical System Replacement
• Elevator Replacement
• Emergency Generator Replacements
• Fire Alarm System Replacements
• HVAC Replacements
• Parking Lot Resurfacing
• Plumbing Systems Replacements
• Roof Replacement
• Sprinkler Systems
• Windows Replacements
Infrastructure Life Cycles
Some of the major work completed annually at County facilities includes the replacement of building
subsystems: HVAC and electrical system repairs and replacement, roof repairs and waterproofing,
carpet replacement, parking lot and garage repairs, window repairs/replacement, elevator/escalator
repairs/replacement, fire alarm replacement, and emergency generator replacement. Replacement
of these building subsystems is based on not only age and lifecycle, but on repair history, safety
concerns, and availability of replacement parts. For planning purposes, the County uses the following
life cycle guidelines when projecting future replacement requirements.
Infrastructure
Replacement
and Upgrades
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 53
Countywide Infrastructure Replacement Requirements
General Guidelines for Expected Service Life of Building Subsystems
Conveying Systems
HVAC
Conveying Technology
7 to 10 years
Boilers
15 to 30 years
Elevator
15 to 25 years
Building Control Systems
7 years
Escalator
15 to 25 years
Equipment
20 years
Electrical
Plumbing
Fire Alarms
15 years
Fixtures
30 years
Generators
25 years
Pipes and Fittings
30 years
Lighting
20 years
Pumps
15 years
Service/Power
25 years
Roofs
Finishes
Replacement
20 years
Broadloom Carpet
7 years
Carpet Tiles
15 years
Site
Systems Furniture
20 to 25 years
Paving
15 years
Program Area Requirements
The sections that follow are grouped by specific capital program areas. Each program area has
identified slightly different methodologies for categorizing projects, measuring the facility conditions,
and identifying funding sources. Many program areas are assessed on an annual basis, and some
have developed multi-year plans for maintaining infrastructure.
Each year, many County agencies prioritize and classify infrastructure replacement and upgrades
projects into five categories. Projects are classified as Category F: urgent/safety related, or
endangering life and/or property; Category D: critical systems beyond their useful life or in danger of
possible failure; Category C: life-cycle repairs/replacements where repairs are no longer cost
effective; Category B: repairs needed for improvements if funding is available, and Category A: good
condition. Other County organizations have different methodologies for prioritization of projects,
including the Fairfax County Public Schools (FCPS).
County Facility Infrastructure Replacement and Upgrades - FMD
The Facilities Management Department (FMD) currently provides support for evaluating facilities,
identifying problems, developing costs estimates, establishing priorities, and performing the
upgrades required for county-owned buildings. Fairfax County will have a projected FY 2026 facility
inventory of approximately 12 million square feet of space (excluding schools, parks, and housing
facilities). This inventory is expanding both with the addition of newly constructed facilities and with
the acquisition of additional property. With such a large inventory, it is critical that a planned program
of repairs and restorations be maintained. In addition, the age of a major portion of this inventory of
facilities is reaching a point where major reinvestments are required in the building subsystems. The
chart below includes the types of facilities managed by FMD.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 54
Countywide Infrastructure Replacement Requirements
FMD is currently responsible for an inventory of 266 buildings. Of this amount, 214 facilities (at 176
sites) are maintained and infrastructure replacement and upgrade work is performed by FMD.
Infrastructure replacement and upgrades for the remaining 52 structures is performed by another
entity, such as the Department of Housing and Community Development. As the inventory of County
facilities ages, reinvestment in buildings and building equipment becomes critical. Currently, 77
percent of the buildings for which FMD has responsibility for infrastructure replacement and upgrades
are over 20 years old. Per industry standards, most building systems require replacement at 20 to
25 years of age. Infrastructure replacement and upgrades extend the serviceability and life of a
building and provide for the continued effective, efficient, and safe operation of a building. These
needs vary by building size and type, the extent of facility use, and maintenance performed.
Many County facilities have outdated HVAC and electrical systems which are susceptible to failure
or are highly inefficient energy users. Sites are identified for upgrades and/or replacement based on
existing conditions of equipment as well as maintenance history. Each individual HVAC and electrical
project requires approximately two years to complete design and construction. Roof repairs and
waterproofing are conducted in priority order after an annual evaluation of maintenance history.
Based upon the results of that evaluation, critical requirements are prioritized, and a plan is
established. Repairs and replacement of facility roofs are considered critical to avoid serious
structural deterioration caused by water leaks. By addressing this problem in a comprehensive
manner, a major backlog of roof problems can be avoided. Carpet replacement and parking lot
resurfacing are evaluated annually and prioritized, based on the most critical requirements for high
traffic areas. In addition, emergency generators and fire alarm systems are replaced based on
equipment age, coupled with maintenance and performance history. Minor repairs and renovations
are also conducted in priority order. These projects, usually generated by customer requests, are
small projects which abate building obsolescence, improve facility efficiency and effectiveness, and
address major structural repairs.
Each year, FMD prioritizes and classifies infrastructure replacement and upgrades projects into five
categories. Projects are classified as Category F: urgent/safety related, or endangering life and/or
property; Category D: critical systems beyond their useful life or in danger of possible failure;
Category C: life-cycle repairs/replacements where repairs are no longer cost effective; Category B:
repairs needed for improvements if funding is available, and Category A: good condition.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 55
Countywide Infrastructure Replacement Requirements
Acceptable Levels of Infrastructure Replacement and Upgrades
The following chart includes both funded and unfunded infrastructure replacement and upgrade
requirements identified to date at County owned facilities. This list totals approximately $239 million,
of which $2.5 million is funded as part of the FY 2026 Advertised Budget Plan and $14.3 million was
funded as part of the FY 2025 Third Quarter Review. The FY 2026 total program of $16.8 million, will
reduce the backlog of unfunded projects to $222 million. It should be noted that when facilities
undergo full renovation, they are removed from this list, reducing the outstanding requirements. In
addition, this number is a moving target, as building systems and components can fail without notice.
The backlog of requirements will continue to increase as capital components pass the end of their
useful life.
Category
Total
FY 2026 Program
Unfunded
Asphalt and Paving
$7,525,249
$675,000
$6,850,249
Building Envelope
17,846,481
4,675,000
13,171,481
Electrical
22,980,681
0
22,980,681
Elevators and Escalators
12,342,164
0
12,342,164
Fire Alarms and Fire Suppression
11,382,430
0
11,382,430
Generators
16,526,632
0
16,526,632
HVAC & Building Automation
64,620,763
0
64,620,763
Interior & Exterior Repairs
14,615,376
1,310,000
13,305,376
Parking Garage
13,000,000
2,000,000
11,000,000
Plumbing
11,215,568
0
11,215,568
Roof
47,000,000
8,155,000
38,845,000
Total
$239,055,344
$16,815,000
$222,240,344
Emergency System Failures Project
In addition to the planned replacement of building systems, unplanned emergencies often occur.
The Board of Supervisors periodically approves funding to support unexpected emergency system
failures that occur at aging County facilities throughout the year. This project provides a source of
funding for unforeseen emergency repairs and allows FMD to address projects not currently funded.
The Board makes every effort to replenish this fund annually as part of the Carryover Review to
address emergency repairs at facilities in the event of a major systems failure.
Fairfax County Public Schools (FCPS)
FCPS oversees more than 28 million square feet of school buildings and office spaces. FCPS uses
a comprehensive asset management approach to measure the condition of physical assets. This
involves detailed inventorying of building systems and major equipment, along with using advanced
analytics to prioritize equipment replacement.
Building systems are assessed based on condition and criticality, resulting in an industry-recognized
asset Assessment Index (AI). This guides resource allocation for maintenance and replacement,
supporting FCPS's commitment to Resource Stewardship. While all major building systems and
equipment are tracked, FCPS lacks an asset-level Facility Condition Assessment (FCA) that is
needed to better address deferred maintenance and capital renewal prioritization. The FY 2023
Approved Budget included funds for a comprehensive condition assessment of all schools. In
November 2024, the School Board approved additional funds to conduct the forthcoming work.
Implementing an asset-level FCA program through the Office of Facilities Management (OFM) is
essential to provide accurate data for capital renewal funding projections and validate the
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 56
Countywide Infrastructure Replacement Requirements
maintenance backlog. More information regarding the existing condition of facilities will inform the
next renovation queue and future planned capital infrastructure improvements. Doing so will better
enable maintenance staff to be proactive in addressing issues and less reliant on schools and offices
to report issues before they are addressed.
FCPS has a robust capital replacement program including renovations, new schools, and capacity
enhancements. Starting in FY 2016, the County transfer for FCPS Infrastructure Replacement and
Upgrades has grown from $13.1 million to $15.6 million. As part of the FY 2022 and FY 2023 County
Carryover packages, Fairfax County also allocated portions of the carryover budget (e.g., Sinking
Fund) to FCPS for infrastructure. This inclusion will help offset the growing backlog but does not
address the amount that has accrued since the mid-1990s.
Analyzing the five-year infrastructure replacement backlog for FY 2020 to FY 2025, as shown in the
figure below, a 37 percent increase in the total backlog amount is anticipated. FCPS will need to
increase the Capital Infrastructure Funding (County Transfer), Major Maintenance, and Sinking Fund
allocation to keep pace and provide effective stewardship of FCPS capital assets. This increase will
positively impact health, safety, and indoor air quality, and provide an educationally inspiring
environment in which students and staff can thrive.
FY 2020-FY 2025 Infrastructure Replacement Backlog and Funding
FCPS received a portion of the Fairfax County Capital Sinking Fund as part of the FY 2023 and FY 2024
Carryover Budget Package.
Including capital sinking funds in FY 2023 and FY 2024 has helped to slow the growing backlog, but
additional investments are still needed to reverse the trend of deferred maintenance at FCPS. The
Office of Facilities Management is working to streamline its service level production and utilize
alternative funding sources such as state and federal grants and Energy Savings Performance
Contracts (ESPC) to set FCPS on a positive trajectory over the next 10 years.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 57
Countywide Infrastructure Replacement Requirements
The current capital infrastructure replacement backlog is currently $244.62 million, and the projected
5-year capital asset End of Useful Life replacement requirement is an additional $160.88 million (see
table below).
Infrastructure Replacement Backlog and Project Replacement Requirements
Asset
Category
Current
Backlog
FY 2026
FY 2027
FY 2028
FY 2029
FY 2030
Total
HVAC
Capital
$139.25M
$10.96M
$19.84M
$18.17M
$20.18M
$24.09M
$232.49M
Athletic
Capital
$11.78M
$0.83M
$3.30M
$0.27M
$0.65M
$0.41M
$17.24M
Asphalt
Capital
$12.45M
$0.26M
$1.01M
$0.15M
$0.80M
$2.01M
$16.68M
Major
Maint.
$81.14M
$12.42M
$11.39M
$11.64M
$10.68M
$11.82M
$139.09M
Total
$244.62M
$24.47M
$35.54M
$30.23M
$32.31M
$38.33M
$405.50M
FCPS has a combined value of $8.7 billion in school facilities and other property assets. To maintain
a safe and effective learning environment between renovations, FCPS applies industry-approved
standards for maintenance and infrastructure renewals.
According to the National Research Council (NRC) report titled Committing to the Cost of Ownership:
The Maintenance and Repair of Public Building, “The appropriate level of Maintenance and Repair
spending should be, on average, in the range of 2 to 4 percent of Current Replacement Valve (CRV).”
• The current replacement value for FCPS is $8.7 billion
• FCPS’ total cost of ownership should be between 2 and 4 percent of the CRV.
o 2 and 4 percent of FCPS CRV is an annual recommended spending between $174
million and $348 million
o By contrast, FCPS’ operating budget ($59.8M) represents about 0.69 percent of
the total CRV
o FCPS’ major maintenance, infrastructure renewal, and capital renewal budgets
($38.6M), are 0.45 percent of the total CRV
• FCPS’ total maintenance and repair budget is 1.14 percent of the CRV.
In addition to dedicated funds for maintenance and infrastructure replacement, FCPS utilizes energy
savings contracts and other purchasing vehicles to provide critical system maintenance and
renewals between renovations that will better enable FCPS to stay within the industry-recommended
percentile between 2-4 percent CRV.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 58
Countywide Infrastructure Replacement Requirements
Park Authority Infrastructure
The Park Authority has been working to address the backlog of reinvestment requirements at
deteriorating facilities, athletic courts, pedestrian bridges, parking lots, and trails located throughout
the County. The Park Authority is responsible for structures at 422 Parks with 62 percent of this total
inventory over 30 years old. In addition, the Park Authority owns a total of 23,869 acres which
equates to over 9.16 percent of the land mass of Fairfax County. The Park Authority will start the
process of updating the Needs Assessment in FY 2025. The current Parks Count Needs Assessment
provided recommendations for capital investments in the park system based on a body of data. The
total projected ten-year need in 2016 was $939,161,000, which has been reduced by $94,700,000
due to the approval of the 2016 Park Bond Referendum and by $100,000,000 due to the approval of
the 2020 Park Bond Referendum. The remaining needs of $744,461,000 (in FY 2017 dollars) were
broken out into three strategic areas in five-year increments:
• Critical, “Repairing what we have” makes the most of existing resources with the primary goal
being for FCPA to maintain services. The plan partially addresses deferred maintenance at
existing parks and facilities. The Critical funding need is $82,691,424 over the next five years.
• Sustainable, “Upgrade Existing” looks at enhancing existing programs, beginning new
alternative programs, or making other strategic changes that would require additional
operational or capital funding. The Sustainable need for years 1-5 is $102,461,220 and the
need for years 6-10 is $164,282,756, for a total of $266,743,976.
• Visionary, “New, Significant Upgrades” includes new and expanded facilities to fully meet needs
desired by the community and ensure that the Park Authority remains a preferred provider of
park and recreation amenities. The remaining Visionary need is $395,025,600 over the 10-year
period, and if funding is made available in 1-5 years, staff would accelerate visionary elements
that include expansion and renovation of existing recreation centers and development of new
athletic facilities.
Central to the focus of the agency’s recreation activities, the Park Authority’s Rec Centers have
entered a phase where on-going renovations and replacement are necessary. With five Rec Centers
constructed over the period of 1977-1982; three in 1987-1988; and one in 2005, the useful lives of
the structures have long since passed. FCPA is faced with the question of how these buildings are
going to be kept operational, safe, and inviting, while also maintaining these components and
planning for the capital replacement cycle. In 2018, the Park Authority completed a System-wide
Sustainability Plan for Rec Centers that identified strategies to maximize operational effectiveness,
improve community responsiveness, and ultimately ensure the long-term financial sustainability of
the Rec Center system through a series of capital improvements. The plan outlined a course of action
for capital improvements at each Rec Center to maximize the sustainability of the overall system.
As the Plan forewarned, the longer the Park Authority waits to replace these Rec Centers, the more
expensive maintenance will become. The Mount Vernon Rec Center was almost forced to close just
months before the planned renovation was set to begin as the HVAC and electrical systems were
failing. Now, the community is close to celebrating the re-opening of Mount Vernon Rec Center as a
brand-new facility in 2025, 46 years after it originally opened. Staff have continued to work through
the Sustainability Plan and have updated the information with extensive assessments to identify a
tiered approach to keeping the centers operational until they require capital replacement. The
backlog of urgent deferred maintenance projects is estimated at close to $10 million per Rec Center.
While staff work to keep the centers open, the Park Authority is also beginning a new phase of capital
projects, beginning with Mount Vernon and followed by the Audrey Moore Rec Center. Staff
anticipate that at least one Rec Center will be the major focus of each bond cycle going forward.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 59
Countywide Infrastructure Replacement Requirements
Additional progress towards the overall improvements is currently estimated at $256,594,000 which
includes escalation for a seven-year period with projects that began in 2022.
Based on continual facility condition assessments, growing and shifting community needs and
expectations, an ever-increasing amount of funding will be needed for capital maintenance and
replacement of aging park assets to maximize the life of the existing facilities and to develop new
facilities. The following table includes a total of $201,066,630 in estimated Park Authority both
Category “F” and Category “D” projects, a net increase of $24,727,732 or 14 percent over the
previous year. The impact of failed/failing/beyond end of useful life systems can result in higher cost
of operations, difficulty to repair and maintain, availability of spare parts, unhappy visitors, inefficient
energy usage, and deteriorated/compromised structural systems and elements.
To further safeguard and align with County practices, the Park Authority established a Capital Sinking
Fund within their Park Improvement Fund. As of the end of FY 2024, the Park Authority identified
approximately $68 million in category D and F projects associated with 8 Rec Centers, while Mount
Vernon is nearing construction completion. Of that amount, more than $20 million was completed
from a combination of sinking funds and ARPA federal funds. This critical funding element of
sustainability cannot be realized through the charging of fees. It is anticipated that this sinking fund
will assist with funding for lifecycle/capital renewal maintenance of the revenue facilities. It should
also be noted that the Board of Supervisors has approved $10 million in General Fund support for
Rec Center Renewal and Upgrades which will help reduce the overall requirements.
Category
Total
Athletic Courts
$4,055,559
Athletic Fields
18,716,143
Bridges and Fairweather Crossings
13,950,000
Building/Structures
4,213,904
Equipment and Vehicles
11,236,698
Fire and Security
1,510,427
Golf Renovations
2,684,126
Lighting and Irrigation Systems
3,672,078
Rec Centers
67,990,480
Recreation/Playgrounds
33,580,815
Roads & Parking Lots
30,530,484
Trails
8,925,916
Total
$201,066,630
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 60
Countywide Infrastructure Replacement Requirements
Athletic Field Infrastructure
The Athletic Field Program facilitates the development, maintenance, and replacement of athletic
fields, including synthetic turf fields, throughout the County. The maintenance of athletic fields
includes field lighting, fencing, irrigation, dugout covers, infield dirt, aeration, and seeding. These
maintenance efforts improve safety standards, enhance playing conditions, and increase user
satisfaction. Athletic field maintenance is funded by the General Fund and is supplemented by an
Athletic Services Fee. FY 2026 funding in the amount of $10,916,174 has been included for the
athletic field maintenance and sports program, supported by a General Fund transfer of $7,713,338
and revenue generated from the Athletic Services Fee in the amount of $3,202,836.
In FY 2026, the Athletic Service Fees will remain at $10 per participant per season and $20 for
tournament team fees for diamond field users and indoor gym users. The rate for rectangular field
users will remain at $10 per participant per season and $60 for tournament team fees. Finally, the
fee for non-County participants will remain at $50 for all field types per player. All revenue projected
in FY 2026 will support indoor gym custodial fees, maintenance of diamond fields, turf field
replacement, turf field development and sports scholarships.
Maintenance efforts include contracted services to improve the condition of 705 athletic fields,
including 442 Fairfax County Public School (FCPS) and 263 Park Authority fields. This total includes
104 synthetic turf fields of which 52 are FCPS fields and 52 are County Park fields. Synthetic turf
fields allow for year-round use in most weather, increasing playable hours, providing playing surfaces
and conditions that are similar to grass fields, and eliminating the need for watering, mowing, and
fertilizing. Increased annual funding has been provided to begin to address the growing need for field
replacement and to establish a 10-year replacement schedule. Most manufacturers provide an eight-
year warranty for a properly maintained synthetic turf field; however, it is a generally accepted
practice to assume a life expectancy of the synthetic turf field of no more than 10 years.
The following chart outlines the plan for turf field replacement at the current levels of both Athletic
Service Fee revenue and General Fund support. The program includes the number of fields
anticipated to be replaced per year and is fully funded through FY 2026. There is currently a
projected small unfunded requirement beginning in FY 2027; however, it will be difficult to replace
the planned 11 fields in one year and the projected shortfall may not occur. Beginning in FY 2028
there is the potential for larger unfunded amount. Staff will be monitoring both athletic field revenues
and field costs as well as the pace of construction on the required field replacements.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 61
Countywide Infrastructure Replacement Requirements
Housing and Community Development (HCD) Facilities
Housing and Community Development's (HCD) property inventory includes ninety-six residential
properties and one office building. Among these, there are multifamily properties, townhomes,
condominiums, group homes, assisted living facilities, and a manufactured home rental park. As
evidenced in the graph below, 53 percent of the properties are 31 years or older. Many infrastructure
replacement and upgrade projects have been deferred as funding for major projects is limited and
rental revenue is constrained at the properties. Some of the major items that have been deferred
include replacement of central boilers, HVAC systems, roofs, electrical systems, flooring, windows,
and resurfacing of parking lots. Deferral of these items results in inefficient utility usage as well as
higher future maintenance costs.
10 year Replacement cycle FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total Available Funds $9,015,131 $5,659,911 $6,497,295 $3,247,821 $949,125 ($163,636)
Estimated # of FCPS Turf Field
Replacements Required
6 2 2 3 2 3
Estimated # of FCPA Turf Field
Replacements Required
5 2 9 6 5 3
Fields to be replaced
(Red = FCPS Fields)
South County MS #1
South County MS #2
South County HS
Annandale HS
Falls Church HS
Hayfield SS
Arrowhead #1
Arrowhead #3
Ken Lawrence #1 - C
Rolling Valley #2 - C
Grist Mill #5
Justice SS
Westgate ES
Mason District #3
Pine Ridge #6
Sandburg MS
Thomas Jefferson HS
Lake Fairfax #1
Lake Fairfax #4
Braddock #7
Great Falls Nike #7
Poplar Tree #2
Poplar Tree #3
South Run #5
South Run #6
Wakefield #5
Bryant Alt HS
Hutchison ES
Marshall HS
Waters Vienna
Franconia #4
Nottoway #4
Patriot #1
Spring Hill #2
Spring Hill #3
Bailey ES
Westfield HS
Lee District #4
Greenbriar #5
Nottoway #5
Nottoway #1
Quantum #1
Ossian Hall #3
Pine Ridge #4
Arrowbrook #1
Luther Jackson MS
Herndon HS
Centreville HS
Estimated Costs (Included
in out years to calculate
Year End Fund Balance)
$6,638,056 $2,445,452 $6,532,310 $5,581,533 $4,395,597 $3,970,554
Year End Fund Balance $2,377,075 $3,214,459 ($35,015) ($2,333,711) ($3,446,472) ($4,134,190)
Turf Field Replacement Plan (Current Funding)
0
5
10
15
20
25
30
Under 20 21 -30 31-40 41-50 51 -70
# of properties
Age (years)
HCD Properties
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 62
Countywide Infrastructure Replacement Requirements
The following table identifies the top 25 Housing facility priorities including $0.711 million category D
projects which are scheduled to be funded in FY 2026. In addition, Housing and Community
Development staff have identified $1.602 million in Category C projects that will require funding in
FY 2026, totaling $2.3 million.
Priority Project Type Facility Category Existing Conditions - Deficiencies Estimate Funding Status
1
Replace Electric Water Heater/ Replace Electric Heat Pump/ Replace
Tile Roofing/ Refurbish Retaining Walls
The Atrium D
Critical systems beyond useful life $39,024 FY 26
2
Replace Electric Heat Pump (Common area)/ Replace Gas Boiler Audubon D Critical systems beyond useful life $31,897 FY 26
3
Replace gas furnace Barros Circle D Critical systems beyond useful life $27,441 FY 26
4
Replace A/C Unit Briar Cliff II D Critical systems beyond useful life $9,325 FY 26
5
Replace range hoods/ Replace electric range/ Replace refrigerator Greenwood D Critical systems beyond useful life $144,409 FY 26
6 Replace Sump Pump Greenwood II D
Critical systems beyond useful life $750 FY 26
7 Replace electric water heater/ Replace Galvanized Plumbing
Kingsley Park D Critical systems beyond useful life $25,920 FY 26
8 Replace Range Hood
Old Mill Gardens D Critical systems beyond useful life $5,668 FY 26
9 Replace gas water heater
Ragan Oaks D Critical systems beyond useful life $33,518 FY 26
10 Replace condensing units
Reston Town
Center D Critical systems beyond useful life $28,140 FY 26
11
Replace in-unit heating/ Replace gas range/ Replace refrigerator/
Replace smoke detectors
Rosedale Manor D Critical systems beyond useful life $79,867 FY 26
12
Replace Electric Range/ Replace Sump Pump Sheffield Village D Critical systems beyond useful life $1,442 FY 26
13
Replace electric unit heater (Common area)/ Replace smoke detectors Tavenner Lane D Critical systems beyond useful life $5,734 FY 26
14
Replace Thru-the-wall heating & cooling units/ Replace Washer/
Replace Dryer
The Green D Critical systems beyond useful life $81,196 FY 26
15 Replace Refrigerator The Park D Critical systems beyond useful life $3,672 FY 26
16
Replace Electric Water Heater Waters Edge D Critical systems beyond useful life $450 FY 26
17
Furnace/ 16 SEER Condensing Unit/ Replace gas range/ Replace
sanitary risers and laterals allowance
West Ford I,II,III D Critical systems beyond useful life $192,125 FY 26
18
Repair & Repaint exterior walls/ Replace all Single Hung Windows/
Replace Kitchen Cabinets/ Replace Bathroom tile
The Atrium C
Life cycle repairs when repairs are no longer
cost effective
$44,040 FY 26
19
Replace Carpet Barkley Square C
Life cycle repairs when repairs are no longer
cost effective
$3,566 FY 26
20
Replace brick veneer Barros Circle C
Life cycle repairs when repairs are no longer
cost effective
$6,795 FY 26
21
Replace Carpet
Belle View
Condominiums
C
Life cycle repairs when repairs are no longer
cost effective
$28,528 FY 26
22
Replace Fence Briar Cliff II C
Life cycle repairs when repairs are no longer
cost effective
$5,904 FY 26
23
Replace Carpet (3 BR) Colchester Towne C
Life cycle repairs when repairs are no longer
cost effective
$7,608 FY 26
24
Patch--seal parking & driveways/ Paint Exterior/ Replace asphalt
shingles/ Replace Kitchen Cabinets/ Replace countertop/ Replace
Kitchen Floor/ Replace carpet flooring/ Replace Tub--shower surround
Greenwood C
Life cycle repairs when repairs are no longer
cost effective
$513,218 FY 26
25
Replace Vinyl Lap Siding Greenwood II C
Life cycle repairs when repairs are no longer
cost effective
$2,310 FY 26
26 Replace Carpet
Heritage Woods I &
South
C
Life cycle repairs when repairs are no longer
cost effective
$26,627 FY 26
27 Replace Carpet
Heritage Woods
North
C
Life cycle repairs when repairs are no longer
cost effective
$9,985 FY 26
28
Seal Coat & Line Stripe Asphalt/ Repair Concrete Sidewalks & Patios/
Replace Fence/ Replace Metal Door - Unconditioned Space/ Replace
kitchen vinyl sheet flooring/ Sand & finish wood floor/ Replace
Bathroom Countertops/ Replace Vanity Cabinets/ Sand & Finish Wood
Floor
Kingsley Park C
Life cycle repairs when repairs are no longer
cost effective
$107,724 FY 26
29 Replace Cement board siding/ Replace Kitchen Vinyl tile
Old Mill Gardens C
Life cycle repairs when repairs are no longer
cost effective
$67,704 FY 26
30
Replace Asphalt Shingles/ Replace Bathroom floor tile/ Replace Carpet Newington Station C
Life cycle repairs when repairs are no longer
cost effective
$67,171 FY 26
31 Replace Window,
Reston Town
Center C
Life cycle repairs when repairs are no longer
cost effective
$31,869 FY 26
32
Replace playground equipment/ Replace sliding glass door/ Replace
Windows
Ragan Oaks C
Life cycle repairs when repairs are no longer
cost effective
$121,781 FY 26
33
Replace Kitchen Cabinets/ Replace countertop/ Replace Kitchen Floor
Vinyl tile/ Replace carpet flooring
Rosedale Manor C
Life cycle repairs when repairs are no longer
cost effective
$154,633 FY 26
34 Replace Laminate Bathroom Countertops/ Replace Carpet
Sheffield Village C
Life cycle repairs when repairs are no longer
cost effective
$2,920 FY 26
35 Replace Carpet (3 Bed)
Springfield Green C
Life cycle repairs when repairs are no longer
cost effective
$4,755 FY 26
36 Replace Vinyl siding Tavenner Lane C
Life cycle repairs when repairs are no longer
cost effective
$39,394 FY 26
37
Patch--seal parking & driveways/ Replace sliding glass door/ Replace
exterior doors (Townhouses)/ Replace vinyl tile (common areas)
The Green C
Life cycle repairs when repairs are no longer
cost effective
$39,244 FY 26
38 Replace vinyl lap siding The Park C
Life cycle repairs when repairs are no longer
cost effective
$13,552 FY 26
39
Replace Kitchen Cabinets/ Replace Laminate Countertops/ Replace
Carpet
Village at Falls
Church
C
Life cycle repairs when repairs are no longer
cost effective
$56,344 FY 26
40 Replace Single Hung Window
Waters Edge C
Life cycle repairs when repairs are no longer
cost effective
$19,665 FY 26
41
Patch-- seal parking & driveways/ Point brick veneer - allowance/
Purebond kitchen cabinets/ Low VOC material countertop/ Medicine
cabinets & accessories/ Vinyl tile
West Ford I,II,III C
Life cycle repairs when repairs are no longer
cost effective
$226,679 FY 26
Total $2,312,594
Infrastructure Replacement and Upgrade Requirements: Housing
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 63
Countywide Infrastructure Replacement Requirements
Wastewater Infrastructure
There are two major infrastructure systems, within the Wastewater System: the Collection System
consisting of sewer pipes, manholes, and pump stations, and the Noman M. Cole, Jr. Water
Recycling Facility. In any given year, the amount scheduled for infrastructure replacement and
upgrades in each area may vary based on specific project schedules; however, staff is attempting to
manage the system on a programmatic basis over a ten-year period.
The Collection System consists of approximately 3,300 miles of pipe, 95,000 manholes, 70
wastewater pump stations, 57 permanent flow meter stations, 3 pump and haul facilities, grinder
pumps, and associated low pressure sewer systems. Approximately 70 percent of the system is 30
years or older. The County has a routine inspection program for gravity sewers and manholes, and
identifies repairs, replacement or upgrades needs based on asset risks. In the late 1990s, the County
began a significant reinvestment program by relining existing pipes utilizing a trenchless technology
called cured-in-place-pipe (CIPP). Approximately 20 percent of the system has been rehabilitated
utilizing this technology, primarily on the smaller, 8” to 18” lines. Each of the System’s pump stations
typically have multiple pumps for peak flows and emergency backup, motors associated with the
pumps, a backup generator, a force main, electrical control equipment, communication equipment
for monitoring and remote operation, and a building or other structure. County staff monitor the
condition of each asset at each pump station and attempt to schedule rehabilitation or replacement
before failure. Each pump station is also monitored as a unit, and prior to replacing a major
component, an in-depth review is completed to determine if rehabilitation or replacement of other
component systems are required at the same time. The 10-year financial plan (FY 2026 - FY 2035)
includes a continual increase in funding for Collection System rehabilitation with an average of
$109.2 million per year for reinvestment, rehabilitation, and expansion of these facilities. With this
gradual ramp-up and based on current information, this component of the system is currently fully
funded. Failures in either the Collection System, Pump Stations, or Water Recycling Facility will
likely result in discharges of untreated raw sewage into basements or streams; therefore, all of these
systems are considered critical. As a result, the wastewater rates are reviewed each year and the
10-year financial plan is reviewed and updated to ensure adequate funds are programed to safely
maintain and operate the systems.
At the Noman M. Cole, Jr. Water Recycling Facility, there are over 4,000 assets making up 32 major
operating systems, such as odor control, primary treatment, and others. Each operating system
consists of many components, such as pumps and concrete tanks. Redundancy is built into all critical
systems to allow for maintenance. The condition of each component is monitored during routine
maintenance checks and tracked by age. Based on age and condition, reinvestment schedules are
determined. Currently, in the 10-year plan, there is an average of $87.9 million per year programmed
for treatment plant capital improvements, the majority is for replacement and rehabilitation. Based
on current information, the appropriate reinvestment amounts are being funded.
At this time, based on current information, there is not a funding gap to safely operate the wastewater
systems. Annual infrastructure replacement and upgrades throughout the Wastewater system are
reflected below:
PRIORITY
PROJECT TYPE FACILITY CATEGORY
EXISTING
CONDITIONS/DEFFICIENCIES
ESTIMATE FUNDING STATUS
1
Collection
System
Countywide C Projected lifecycle is 30 years $109,218,000
Annual
Requirement
2
Treatment Plan
Improvements
Noman M. Cole, Jr. Water
Recycling Facility
C
Projected lifecycle is 30 years $87,949,900
Annual
Requirement
Total $197,167,900
INFRASTRUCTURE REPLACEMENT AND UPGRADE REQUIREMENTS: WASTEWATER FACILITIES
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 64
Countywide Infrastructure Replacement Requirements
It should be noted that the Wastewater Management System also has an established Capital
Reinvestment Reserve which is intended to address both anticipated and unanticipated increases
within the Capital Improvement Program. This reserve provides for significant rehabilitation and
replacement of emergency infrastructure repairs. A reserve of 3.0 percent of the five-year capital
plan is consistent with other utilities and is recommended by rating agencies. Based on the total five-
year capital plan, an amount of approximately $31 million would be required to reach 3.0 percent.
The Wastewater Management System is currently maintaining a reserve of approximately $62
million.
Stormwater Infrastructure
There are two major infrastructure systems associated with the Stormwater Program: the
Conveyance system including pipes, manhole inlets, and open channels, and the management
facilities including bio retention, infiltration, wet and dry ponds, porous pavements, manufactured
devices, and other items used to improve water quality or manage water quantity. There are currently
1,600 miles of pipes and improved channels, and 66,800 manholes and inlets. The pipes range in
size from 12 to 84 inches and are made with reinforced concrete, corrugated metal, or plastic. The
life of the system varies with the material type and the original construction practices, but the general
estimated lifecycle is 50-75 years. A study indicated the County should invest an estimated $14
million per year in rehabilitating or replacing the existing system on about a 70-year cycle.
The County currently maintains approximately 8,400 stormwater management facilities in service,
ranging from small rain gardens to large state regulated flood control dams. Reinvestment projects
vary in scope and size; many of them include replacement of plant materials as part of the treatment
process for dredging the larger lakes and ponds. As the life cycle operating procedures for many of
these facilities are still being developed, a good life cycle cost model does not exist. The County has
prepared estimates based on recent dredging experiences as well experiences with “green”
infrastructure facilities and estimates an annual program expense of $17 million. Because the plant
material is an active component of the “green” infrastructure and because routine maintenance
relates directly to the life and function of the facility, the $17 million estimate includes both annual
operating expenses as well as capital expenses, such as dredging and dam repair.
While staff continues to further evaluate the impact of recent initiatives and the long-term
requirements for the Stormwater Program, the FY 2026 rate will remain the same as the FY 2025
Adopted Budget Plan level of $0.0325 per $100 of assessed value. Revenue collected in recent
years has been higher than projected as a result of increases in property values throughout the
County. However, it is anticipated that in the next several years, incremental rate increases will be
required based on continued growth of the stormwater system, the increased implementation of flood
mitigation projects, and additional requirements in the Municipal Separate Storm Sewer System
(MS4) permit issued in January 2024. On an annual basis, staff will continue to evaluate the program,
analyze future requirements, and develop Stormwater operational and capital resource needs.
Annual infrastructure replacement and upgrades for the County’s Stormwater Facilities are reflected
below:
PRIORITY
PROJECT TYPE FACILITY CATEGORY
EXISTING
CONDITIONS/DEFFICIENCIES
ESTIMATE FUNDING STATUS
1
Conveyance
System
66,800 Stormwater structures
and 1,600 miles of pipes
D Lifecycle is 50-75 years $14,000,000
Annual
Requirement
2
Stormwater
Management
Facilities
2,400 County facilities
(including 20 state regulated
dams) and 6,000 private
facilities
C
Projected lifecycle is 35 years $17,000,000
Annual
Requirement
Total $31,000,000
INFRASTRUCTURE REPLACEMENT AND UPGRADE REQUIREMENTS: STORMWATER FACILITIES
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 65
Countywide Infrastructure Replacement Requirements
Revitalization Infrastructure
The Board of Supervisors defines five geographical boundaries as Commercial Revitalization
Districts (CRDs): Annandale, Crossroads/Seven Corners, McLean, Route 1, and Springfield. The
County implements an ongoing maintenance program in all CRDs and provides landscaping
maintenance associated with the Tyson’s Silver Line to improve the economic vitality, appearance,
and function of these revitalization areas. Routine maintenance includes grass mowing, trash
removal, fertilization, mulching of plant beds, weed control, plant pruning, litter pick-up,
sidewalk/street sweeping, and monthly inspections of approximately 821,000 square feet of
landscaped areas. Non-routine maintenance projects include, but are not limited to, replacing or
repairing pavers, sidewalks, street furnishing, streetscaping, and bus shelters are completed as
needed. Asset-based CRD projects, such as sidewalk and bus shelter replacement, utilize the
sinking fund. Current projects include the Route 50 Pedestrian Bridge Stairwell modifications to
provide a safer, cleaner passage through a pedestrian bridge, the Springfield CRD Stormwater Pilot
project evaluating the feasibility/options to implement a stormwater facility within the CRD
streetscape and replacing sidewalks in several CRDs.
Additional responsibilities in the program include maintenance of assets within Phase 1 and 2 of
Metro Silver Line and commuter facilities. Work consists of plant maintenance, mowing, edging,
mulching, weeding, and trash removal routinely performed at 27 bioretention facilities, 145 tree
boxes, and Metro commuter facilities. Commuter facility maintenance also includes pavement
replacement, and snow removal. The County maintains the Silver Line commuter assets and
maintenance responsibilities from Tysons Corner to Innovation Station.
Staff continues enhancing the appearance, functionality, and sustainability of CRD streetscape and
infrastructure and continues supporting the long-term goal of expanding the enhanced maintenance
program to all streetscape and walkways within the entirety of each CRD boundary.
Transportation Infrastructure
The County maintains an assortment of transportation infrastructure that has not been accepted into
VDOT’s system for maintenance. Transportation infrastructure items include bus shelters, street
name signs, trails, sidewalks, and pedestrian bridges. Trails and sidewalks provide pedestrian
access to commuter facilities or are constructed for the recreational use of County residents and
visitors. The County also maintains various roadways that have not been accepted into VDOT’s
secondary roadway system.
Bus Shelters
The County maintains approximately 181 bus shelters. The focus of the infrastructure replacement
and upgrade program is to complete repairs to damaged shelters. A fully funded program would
include cleaning, trash collection, and reinvestment. Annual funding is used to address safety related
issues. If there is not adequate funding to perform these tasks, damaged shelters are removed until
funding is identified. Some shelters are in need of replacement and a sustainable program to replace
shelters on a 20-year cycle estimating $20,000 per shelter, is $208,000. This level of funding would
replace approximately 10 shelters per year.
Included with bus shelter maintenance is emptying trash cans located in the vicinity of bus shelters,
at commuter lots and within the Silver Line commuter facilities. Approximately 228 trash cans are
emptied three days a week at an estimated annual cost of $1,000,000. Prior to September 2022,
the emptying of trash cans was the responsibility of the Community Labor Force. The Community
Labor Force suspended operations in September 2022, resulting in the County assuming trash
removal via a contractor.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 66
Countywide Infrastructure Replacement Requirements
Street Signs
As part of the 911 emergency system, all roads are required to have a name and street sign to assist
emergency response personnel. These signs are not maintained by VDOT and are the responsibility
of the County. There are approximately 40,000 signs at 20,000 intersections in the current inventory.
The County currently replaces street signs only when they are damaged beyond repair. Over time,
signs lose their reflectivity and become more difficult to read at night. It is estimated that if the signs
are replaced on a 20-year cycle, the average annual capital cost would be $675,000.
Walkways
The County manages the infrastructure replacement and upgrades of 683 miles of walkways and 78
pedestrian bridges valued at an estimated $220 million. An assessment of trails and sidewalks is
being implemented, using current technology and computer software. It is anticipated that this
assessment will continue into FY 2026. The assessment will rate the condition of all walkways to
facilitate a walkway replacement schedule. In addition, an assessment of all pedestrian bridges is
ongoing. All pedestrian bridges are being evaluated in accordance with National Bridge Inspection
Standards. Pedestrian bridges in poor condition will be evaluated for repair or replacement. The
Sinking Fund allocation has provided over $18 million to date for reinvestment in the most critical
trail and bridge needs and continues to provide for those that have since been identified as
deteriorating. In addition, a 5-year plan was developed identifying annual emergency funds for both
annual reinvestment and the continued effort to complete assessments. Assuming an average
service life of 50 years for concrete sidewalks and 25 years for asphalt and bridges, a fully funded
reinvestment program is estimated at $6.4 million annually. In the last several years, the sinking fund
program has more than doubled the amount being invested in walkways and bridges.
County-Owned Roads
The County is responsible for emergency safety and road repairs to 38 miles of County-owned roads,
service drives, and County-owned stub streets which are currently not accepted in the Virginia
Department of Transportation (VDOT) highway system for maintenance. This infrastructure is valued
at over $230 million. The Sinking Fund allocation has provided over $13 million to date for
reinvestment in the most critical needs. In addition, a 5-year plan was developed identifying annual
emergency funds to support pothole repair, drive surface overlays, subgrade repairs, curb and gutter
repairs, traffic and pedestrian signage repairs, hazardous tree removal, grading, snow and ice
control, minor ditching and stabilization of shoulders, and drainage facilities. A fully funded
reinvestment program is estimated at $5.2 million annually.
Summary of Transportation Infrastructure
Program Area
Annual Amount
Bus Shelters
$1,208,000
County-owned Roads
5,200,000
Street Signs
675,000
Walkways
6,400,000
Total
$13,483,000
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 67
Countywide Infrastructure Replacement Requirements
Capital Sinking Fund
The Board of Supervisors first approved the establishment of the Infrastructure Financing
Committee’s recommended Capital Sinking Fund as part of the FY 2014 Carryover Review. On
December 7, 2021, the Board of Supervisors approved a recommendation to increase the year end
allocation to the Sinking Fund to 30 percent and include FCPS in the distribution of funds. The
distribution of capital sinking funds is currently as follows: 45 percent for Facilities Management
Department (FMD), 25 percent for FCPS, 15 percent for the Park Authority, 7 percent for Walkways,
5 percent for County-owned Roads and service drives, and 3 percent for Revitalization
improvements. The following table includes the allocation of Capital Sinking funds to date.
Program Area
Total Allocated to Date
County Roads
$13,943,451
FCPS
28,919,475
FMD
101,183,315
Parks
35,216,506
Revitalization
7,354,967
Walkways
18,384,286
Total
$205,002,000
The breadth of the infrastructure upgrades and benefits of the sinking fund allocations can be seen
in significant accomplishments throughout the County. Many projects have been initiated or
completed in all of the program areas. Below are some examples of Capital Sinking Fund projects:
Athletic Court Repairs
Before
After
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 68
Countywide Infrastructure Replacement Requirements
Roof Replacement
Before
After
Road Repairs
Before
After
Trail Repairs
Before
After
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 69
This section of the Capital Improvement Program (CIP) identifies projects partially or fully financed
through partnership agreements or alternate financing methods. Most of these partnerships are with
private entities; however, some include regional, state, or federal partners.
The facilities referred to in this section represent multiple program areas but may not have been
originally included in the CIP, as one of the potential advantages of the Joint Development Projects
process is to accomplish the delivery of needed facilities sooner than the regular process and funding
availability may allow. Marshalling resources and circumstances unique to each project allows them
to move forward without affecting or detracting from resources available for other projects. Joint
Development Projects are one of the tools used to implement policies and goals to facilitate the
economic success of Fairfax County. The focus of joint development is to create value, build
community, and improve service delivery, three important elements to facilitate future economic
success.
Procurements involving some form of partnership with private or public entities have provided
benefits to the County in education, transportation, public safety, human services, and other
functions. Projects that are being significantly funded through such partnerships are presented in
this section to provide a more comprehensive view of partnership activity in the County.
In 1987, the Government Center, with the associated Pennino and Herrity buildings, was the first
major capital project to be funded and completed through a public private partnership. Since then,
the County has used this method of financing significant projects to provide for needed facilities that
could not be fully funded through the normal CIP process. Other examples of completed partnership
projects include the Bulova Center for Community Health, the Providence Community Center, and
the McConnell Public Safety Transportation Operations Center (PSTOC). Several transportation
projects have also been completed through the use of public-private partnerships, or partnerships
with regional or state entities, including the widening of Route 28, the West Ox Bus Operations
Center, the VDOT Administration Building, Silver Line Phases I and II, the Herndon Station Garage,
and the Innovation Center Station Garage.
Since the passage of the Public-Private Educational Facilities and Infrastructure Act (PPEA) of 2002,
the County has been engaged in a variety of joint development partnerships, both solicited and
unsolicited. Some of the active projects are listed below and additional details can be found in the
CIP section noted:
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 70
Joint Development Project
CIP Section for Additional Details
Housing Blueprint Project (Affordable Housing)
Housing Development Section
Autumn Willow Senior
Housing Development Section
Dulles Rail
Transportation Section
East County
Housing Development Section
Embry Rucker Shelter
Health and Human Services Section
Exchange at Spring Hill Metro
Housing Development Section
Franconia Government Center Redevelopment
Housing Development Section
Herndon Monroe Area Development Study
Transportation Section
Historic Courthouse Redevelopment
Court Facilities Section
Innovation/Dulles Green
Housing Development Section
Judicial Annex
Court Facilities Section
Original Mount Vernon High School Building
Renovation
Health and Human Services Section
Patrick Henry Community Library
Libraries Section
Residences at Government Center II
Housing Development Section
Reston Town Center North Redevelopment
Health and Human Services Section
Somos at McLean Metro
Housing Development Section
Sports Complex Opportunities
Future Projects Section
Tysons Public Facilities
Future Projects Section
Willard Health Center
Health and Human Services Section
West Ox/Route 50
Housing Development Section
Willston Multi-Cultural Center
Future Projects Section
Workhouse Campus Improvements
Government Facilities Section
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 71
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 72
To develop and maintain athletic fields at both Fairfax
County Public Schools (FCPS) and Fairfax County Park
Authority (FCPA) sites throughout the County.
To preserve and improve older commercial areas of the
County and their respective residential communities.
To create public/private partnerships which contribute to the
economic vitality and viability of older commercial areas.
To provide healthier and more competitive commercial
establishments, more attractive and stabilized commercial
centers, better services, and improved shopping
opportunities for the respective communities.
To prevent the deterioration of older, stable neighborhoods.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 73
The Athletic Field Program facilitates the development, maintenance, and replacement of athletic
fields throughout the County. This program includes both grass and synthetic turf fields, field lighting
replacement, and other sports programs. The Program represents a coordinated effort between the
Fairfax County Park Authority (FCPA), the Department of Neighborhood and Community Services
(NCS), and Fairfax County Public Schools (FCPS).
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Parks and Recreation Element’s objectives 1-6 as shown
below:
• Identify and serve current and future park and recreation needs through an integrated park
system that provides open space, recreational services and facilities, and stewardship of
natural and cultural resources.
• Protect appropriate land areas in a natural state to ensure preservation of significant and
sensitive natural resources.
• Protect and preserve significant cultural resources on parklands.
• Provide for current and future park and recreational needs through a combination of
development of new and existing sites and the optimal use of all existing facilities.
• Ensure the long-term protection, preservation and sustainability of park resources.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024 and
Policy Plan - Parks and Recreation, Amended through 3-4-2014
The Board of Supervisors has identified the maintenance and development of athletic fields at Fairfax
County Public Schools and Park Authority properties as a critical requirement and approved the
implementation of an Athletic Services Fee, dedicated primarily for the enhancement of maintenance
of school athletic fields, the implementation of synthetic turf fields, and custodial support for indoor
sports organizations. A significant General Fund contribution to athletic field maintenance is
approved annually as well.
The maintenance of athletic fields generally includes trash removal, provision of portable toilets, field
lighting, fencing, irrigation, bleachers and player benches, mowing,
infield prepping and renovations, full-service turf grass programs
(fertilizer, soil amendments, soil samples, weed, and insect control) for
parks and high schools, and aeration and seeding for all other school
fields. Maintenance efforts also include a schedule for recently
completed irrigation and lighting replacement projects at County/FCPA
fields and irrigation systems on FCPS fields. These maintenance efforts
improve safety standards, enhance playing conditions, and increase
user satisfaction. The Park Authority is responsible for the maintenance
of 705 athletic fields, including 442 Fairfax County Public School (FCPS)
fields and 263 Park Authority fields. This total includes 104 synthetic turf
fields of which 52 are FCPS fields and 52 are FCPS managed fields.
There are over 130,000 youth and adult participants annually on
rectangular fields that benefit from synthetic turf fields. Synthetic turf fields allow for year-round use
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 74
in most weather, which increases playable hours, provides playing surfaces and conditions that are
similar to grass fields, and eliminates the need for watering, mowing, and fertilizing. Most
manufacturers provide an eight-year warranty for a properly maintained synthetic turf field; however,
it is a generally accepted practice to assume a life expectancy of the synthetic turf field of no more
than 10 years.
The Athletic Service Fees is currently $10 per participant per season and $20 for tournament team
fees for diamond field users and indoor gym users. The rate for rectangular field users is $10 per
participant per season and $60 for tournament team fees. Finally, the fee for non-County participants
is $50 for all field types per player. All revenue projected in FY 2026 will support indoor gym custodial
fees, maintenance of diamond fields, turf field replacement, turf field development and sports
scholarships.
Funding in the amount of $10,916,174 has been included for the athletic field maintenance and sports
program in FY 2026. This level of funding is supported by a General Fund transfer of $7,713,338
and revenue generated from the Athletic Services Fee in the amount of $3,202,836. The FY 2026
General Fund transfer and projected revenue is consistent with the FY 2025 Adopted Budget Plan
level. Of the Athletic Services Fee total, $1,732,836 will be dedicated to the turf field replacement
program, $603,000 will be dedicated to custodial support for indoor sports organizations, $544,000
will be dedicated to maintenance of diamond fields, $248,000 will be dedicated to the Youth Sports
Scholarship Program and $75,000 will be dedicated to synthetic turf field development.
The Park Authority utilizes the principles of the One Fairfax Policy in the development and
maintenance of athletic fields. Maintenance standards based on available resources are established
to ensure a consistent level of quality across the County. Capital and other amenity improvements
are reviewed and implemented with an equity lens. For example, the need for improvements to help
ensure gender equity were recently identified for girls’ softball. Improvements to girls softball fields
at Wakefield Park are being implemented to improve the playing experience and include conversion
of one of the athletic fields to synthetic turf, new and additional fencing, enhanced dug outs and a
new lighting system. The Park Authority will continue to prioritize funding for athletic field
improvements based on community needs and previous investments to ensure all residents in the
County have access to high quality athletic fields.
1. Athletic Fields - APRT Amenity Maintenance (Countywide): This project provides for annual
routine maintenance of girls’ softball field amenities on selected Fairfax County Public School
sites. These amenities, such as dugouts, fencing, and irrigation systems, were added or
constructed by the County based on recommendations by the citizen-led Action Plan Review
Team (APRT) to reduce disparities in the quality of fields assigned to boys’ baseball and girls’
softball organizations. Routine maintenance is necessary both to maintain equity and to ensure
safety. Funding of $50,000 for this project has been included in FY 2026. This project is
supported entirely by the General Fund.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 75
2. Athletic Fields - FCPS Field Maintenance (Countywide): This is a continuing project to
provide for the mowing of athletic fields at FCPS elementary and middle schools. This project
is designed to improve the quality of the school fields playing
condition, improve safety standards, and increase user satisfaction.
The program provides for mowing of the fields, as well as the aeration
and over-seeding of the fields. These services are provided by the
FCPA through established service contracts. Funding of $1,465,338
for this project has been included in FY 2026. This project is
supported entirely by the General Fund.
3. Athletic Fields - FCPS Lighting Upgrades (Countywide):
This project provides for the continuous upgrades of athletic field
lighting at Fairfax County Public Schools middle and high schools.
Funding supports the replacement and repair schedule for existing
lighting systems. Funding supports ongoing installation,
replacement, and repair projects, and is coordinated by NCS. Funding of $250,000 for this
project has been included in FY 2026. This project is supported entirely by the General Fund.
4. Athletic Fields - Girls Softball Equity (Countywide): This project provides annual
maintenance funding of $300,000 per year to support girls’ softball fields as recommended by
the Girls’ Fastpitch Softball Equity Action Plan Review Team. Funding of $300,000 for this
project has been included in FY 2026. This project is supported entirely by the General Fund.
5. Athletic Fields - Girls Softball Equity – Capital (Braddock District): $2,650,000 has been
provide in one-time funding to support recommendations from the Girls’ Fastpitch Softball Equity
Action Plan Review Team to address disparities between girls’ softball and boys’ baseball
facilities. This funding will be used to improve fields and related infrastructure at six fields within
Wakefield Park to accommodate use by girls’ softball teams and organizations.
6. Athletic Fields - Park Field Maintenance (Countywide): This is a continuing project to provide
maintenance on athletic fields managed by FCPA. Funding is included for continued personnel
and operating costs associated with the program including electricity for lighted facilities,
maintenance of lighting systems, water for irrigated facilities, irrigation system maintenance,
minor ball field repairs, and capital equipment. This program is designed to improve playing
conditions and to achieve safety standards. Funding of $3,223,000 for this project has been
included in FY 2026 and is supported entirely by the General Fund.
7. Athletic Services Fee - Custodial Support (Countywide): This is a continuing project to
provide custodial support for indoor gyms used by community-based athletic organizations
during their assigned primary scheduling season. Funding of $603,000 for this project has been
included in FY 2026 and is supported entirely by the Athletic Services Fee.
8. Athletic Services Fee - FCPS Diamond Fields (Countywide): This is a continuing project to
supplement the level of maintenance by FCPA on athletic fields at FCPS sites, by providing a
consistent mowing frequency schedule for high school diamond fields, as well as diamond infield
preparation twice a week for elementary, middle, and high school fields. This project also
provides funding for post-season field treatment standards and a maintenance schedule for
recently completed irrigation and lighting replacement projects at County/FCPA fields and
irrigation systems on FCPS fields. Funding of $1,294,000 for this project has been included in
FY 2026. This project is supported by $544,000 in the Athletic Services Fee revenue and
$750,000 from the General Fund.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 76
9. Athletic Services Fee - Sports Scholarships (Countywide): The Youth Sports Scholarship
Program provides support for youth from low-income families who want to participate in
community-based sports programs. Funding of $473,000 for this project is included in FY 2026.
Funding of $248,000 is based on anticipated revenue generated from the Athletic Services Fee,
and $225,000 is supported by the General Fund.
10. Athletic Services Fee - Turf Field Development (Countywide): This is a continuing project to
facilitate the development of synthetic turf fields at Park and FCPS sites. Funding of $75,000
for this project has been included in FY 2026. This project is supported entirely by the Athletic
Services Fee.
11. Athletic Services Fee - Turf Field Replacement (Countywide): This project provides for the
establishment of a synthetic turf field replacement program. There are a total of 104 synthetic
turf fields throughout the County, of which 52 are FCPS fields and 52 are County managed
fields. Funding is required to begin to address the growing need for field replacement as
established by the replacement schedule over the next 10 years. Staff has developed a 10-year
replacement plan for the current inventory; however, additional funding will be required in the
future to continue the gradual replacement of turf fields as they reach the end of their useful life.
An amount of $3,182,836 is included for the turf field replacement program in FY 2026. Funding
in the amount of $1,732,836 is estimated in Athletic Services Fee revenue and $1,450,000 is
included from the General Fund.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 77
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Athletic Fields - APRT Amenity
Maintenance
GC$50 $50 $50 $50 $50 $250 $250 $500
2G79-220-000
2
Athletic Fields - FCPS Field
Maintenance
GC $1,465 $1,465 $1,465 $1,465 $1,465 $7,325 $7,325 $14,650
2G51-001-000
3
Athletic Fields - FCPS Lighting
Upgrades
GC$250 $250 $250 $250 $250 $1,250 $1,250 $2,500
PR-000082
4
Athletic Fields - Girls Softball Equity G C$300 $300 $300 $300 $300 $1,500 $1,500 $3,000
2G51-055-000
5
Athletic Fields - Girls Softball Equity
- Capital
G$2,650 $0 $2,650
PR-000161
6
Athletic Fields - Park Field
Maintenance
GC $3,223 $3,223 $3,223 $3,223 $3,223 $16,115 $16,115 $32,230
2G51-002-000
7
Athletic Services Fee - Custodial
Support
XC$603 $603 $603 $603 $603 $3,015 $3,015 $6,030
2G79-219-000
8
Athletic Services Fee - FCPS
Diamond Fields
G, X C $1,294 $1,294 $1,294 $1,294 $1,294 $6,470 $6,470 $12,940
2G51-003-000
9
Athletic Services Fee - Sports
Scholarships
G, X C$473 $473 $473 $473 $473 $2,365 $2,365 $4,730
2G79-221-000
10
Athletic Services Fee - Turf Field
Development
XC$75 $75 $75 $75 $75 $375 $375 $750
PR-000080
11
Athletic Services Fee - Turf Field
Replacement
G, X C $3,183 $3,183 $3,183 $3,183 $3,183 $15,915 $15,915 $31,830
PR-000097
Total $2,650 $10,916 $10,916 $10,916 $10,916 $10,916 $54,580 $54,580 $111,810
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Project Cost Summaries
($000's)
Athletic Field Program
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 78
Revitalization is a major component of an overall strategy to strengthen the economic viability of the
County’s older retail and business centers. Specifically, through the targeted efforts of the
Revitalization Program, these areas will become more commercially competitive; offer better
services and improved living, working, and shopping opportunities; and, become attractive locations
for private reinvestment. The Board of Supervisors established a Commercial Revitalization Program
to improve the economic health of mature commercial areas in the County. Areas designated as
revitalization areas include Annandale, Bailey’s Crossroads/Seven Corners, the Lake Anne Village
Center (LAVC), McLean, Merrifield, nodes along the Richmond Highway Corridor, and Springfield.
As part of the County’s continuing revitalization efforts, the Board adopted zoning overlay
Commercial Revitalization Districts (CRDs) for five of the seven areas, retaining the LAVC and
Merrifield as Commercial Revitalization Areas (CRAs). In the spring of 2018, the Board designated
the Lincolnia Community Business Center (CBC). Each of the Revitalization Districts/Areas have
been the subject of one or more planning studies. Implementation of recommendations in the studies
is in different stages for each of the various areas. Among other things, the studies identify actions
including capital projects that would support the revitalization of these areas.
This section also includes other neighborhood improvements including: the developer default
program, streetlight improvements, emergency directives and the District Capital Project program.
The District Capital Project program supports District specific unfunded capital needs, including
minor capital repairs, streetlights, and/or walkways. Board members can fund or leverage grant
funding to support capital projects within their District.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Revitalization Element’s objectives 1-3 as shown below:
• Fairfax County should establish or expand community reinvestment programs in its older
commercial areas (and their adjacent neighborhoods) which have experienced or are on the
verge of experiencing economic or infrastructure decline.
• Fairfax County should address long term infrastructure financing needs in designated
Revitalization Areas recognizing that additional tax revenues are generated by revitalization
projects.
• Fairfax County’s revitalization program should recognize market conditions and emphasize the
use of private sector resources and capital investment, complemented by County and other
public investment in services, programs, and infrastructure.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024 and
Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Revitalization, amended through 10-30-2018
A variety of current revitalization program initiatives exist in addition to the specific capital projects
described below. Among these are continuing efforts to identify creative financing mechanisms to
support Fairfax County revitalization initiatives, programs, and projects. In April 2009, the Board
created the Mosaic District Community Development Authority (CDA), the County’s first CDA that
used Tax Increment Financing (TIF) to help fund the public infrastructure. In September 2020, the
Board of Supervisors approved the Economic Incentive Program (EIP) that offers regulatory and
financial incentives within specified areas to encourage the private sector to purchase, assemble,
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 79
revitalize, and redevelop real property suitable for economic development that is consistent with the
vision of the Fairfax County Comprehensive Plan for those areas.
Staff continues to employ, monitor, and devise innovative strategies to implement a Board endorsed
multi-year enhanced maintenance program for the Commercial Revitalization Districts (CRDs),
pending available funding. The goal of the program is to prevent CRD infrastructure and aesthetic
improvements from falling into a state of disrepair and to provide higher levels of service for grass
cutting, landscaping, litter control, weed control, bus shelter maintenance, streetlight inspections,
and street sweeping. A detailed inventory and conditions assessment, along with annual walk-
throughs and on-going inspections are being used to identify and prioritize needed capital
improvement projects. Funding allocated to the Capital Sinking Fund for Revitalization will be used
to support these capital improvements.
Recent Program Accomplishments
• Annandale: Staff has been implementing many of the recommendations from a 2016 Urban
Land Institute Technical Assistance Panel’s study to provide short- to medium-term revitalization
strategies to enhance the appearance, economic vitality, awareness, and promotion of the core
of Annandale. Construction of the Annandale Civic Space (renamed the Eileen Garnett Civic
Space) commenced in the spring of 2023 and was completed in fall of 2023, giving the
community an approximately two-acre park space in the heart of downtown Annandale and
providing an ADA accessible walkway connecting Daniels Avenue to Columbia Pike.
Improvements, such as lighting and new modifications to the parking lot, are underway and will
position the park for greater safety and long-term success. Staff implemented and coordinated
a monthly programming series to activate the space, and the annual “Taste of Annandale” event
was held in the space for the first time. Finally, under a grant from the Virginia Department of
Transportation (VDOT), the Fairfax County Department of Transportation has initiated a project
to construct streetscapes along northbound Columbia Pike from Maple Place to Tom Davis
Drive. The project is planned to begin construction in Spring 2026.
• Bailey’s Crossroads and Seven Corners: In fall 2019, a new interim park opened at the 2.94-
acre county-owned property located at 5827 Columbia Pike in Bailey’s Crossroads. The initiative
resulted from extensive inter-agency collaboration between the Fairfax County Park Authority,
the Department of Public Works and Environmental Services, the Facilities Management
Department, and the Department of Planning and Development. The interim park embodies the
future vision to transform the CRD into a walkable, mixed-use urban center, and provides a new
placemaking venue for the CRD. Reinvestment activity also advanced with the completion of
the renovations converting three vacant office buildings in the Skyline Complex into live/work
units. A new publicly accessible park space is being provided on site. Two more office buildings
were approved for conversion to live/work units in the Skyline complex. These new projects will
help bring additional vibrancy to the Baileys Crossroads CRD.
• Lake Anne Village Center: The Lake Anne Village Center (LAVC) was added to the Virginia
Historic Landmarks Register in March 2017, and the National
Register of Historic Places in June of 2017. The ongoing
implementation of the 2011 LAVC Commercial Reinvestment
Plan’s short-and long-term revitalization strategies, as well as
the June 2015 Washington Plaza Design Charrette
recommendations, have assisted Lake Anne Plaza in
becoming a vibrant destination. The LAVC is home to a new
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 80
affordable senior housing project known as the Lake Anne House and has 36 market-rate
townhomes under construction. The Economic Visioning Study for the Lake Anne Commercial
Revitalization Area continued into 2024 with a third phase that looked at the feasibility of the
ideas and concepts developed in the prior two phases. Staff continue to look at redevelopment
opportunities in this area.
• Lincolnia: A three-phase Lincolnia Planning District Study concluded in July 2019 with an
adopted Comprehensive Plan amendment for the area. The adopted
Comprehensive Plan recommends a mix of uses and transportation network
enhancements consistent with Countywide goals for activity centers and
establishes a vision for redevelopment and placemaking within the Lincolnia
Community Business Center (CBC). Public parks and open spaces within the
CBC are envisioned to provide new recreational opportunities. The Board
designated the area surrounding the intersection of Little River Turnpike
(Route 236) and North Beauregard Street as a CBC and as a Commercial
Revitalization Area (CRA) in an earlier amendment in 2018.
• McLean: In November 2016, the Board adopted a Plan Amendment that established a new
high-density residential node in the McLean CRD by increasing the intensity of properties along
Beverly Road to a 3.0 Floor Area Ratio (FAR). In April 2018, the Board of Supervisors authorized
a Comprehensive Plan Amendment to review the recommendations for the McLean CBC with
the goal of developing implementable recommendations that reflect the vision of the McLean
community and support the economic revitalization of downtown McLean. The resulting Plan
Amendment was adopted by the Board of Supervisors in June 2021. Staff, in consultation with
the community, developed new District Design Guidelines for the McLean CBC, which were
endorsed by the Board of Supervisors in September of 2023.
• Merrifield: Redevelopment activity in Merrifield continues to progress and diversify in both the
Town Center and the Transit Station areas. The Town Center, with the development of the
Mosaic District, has become an important gathering place for area residents and a destination
for other residents seeking out the district’s restaurants, farmers market, and weekend festivals.
The plan to transform the former Exxon-Mobil campus into Inova’s personalized medicine and
research campus was approved for an additional 3.8 million square feet of new development.
The adaptive reuse of existing structures was completed in 2019.
• Richmond Highway: In March 2018, the Board of Supervisors approved Embark Richmond
Highway, an amendment to the Comprehensive Plan. Subsequent Plan Amendments and a
transportation study were approved in December 2020 for the North Gateway CBC. To realize
the area vision, a major corridor improvement project to widen Richmond Highway to six lanes
between Sherwood Hall Lane and Jeff Todd Way, including pedestrian and bicycle
improvements, is underway by VDOT. A second major capital project, implementing the Plan’s
vision for a Bus Rapid Transit system from the Huntington Metrorail Station to Fort Belvoir will
be completed by 2033. Staff prepared District Urban Design Guidelines for the Richmond
Highway Corridor, which were endorsed by the Board of Supervisors in March of 2020. A Plan
Amendment for the Huntington Metrorail site was completed in 2022 and coordination with the
BRT Project on the entitlement phase and funding of infrastructure improvements is on-going.
In addition, several large scale, mixed-use developments in the Huntington area are anticipated
to break ground or be completed over the next decade. Three placemaking projects were
completed including two murals and a parklet in the Hybla Valley area. Finally, an Urban Land
Institute Technical Assistance Panel was held in early 2024 to develop placemaking
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 81
recommendations for the Richmond Highway corridor. Implementation of ULI’s
recommendations has commenced with the “Faces of One” sculpture program and a project to
temporarily improve the appearance of vacant parcels to be used in the transportation projects.
• Springfield: The Town Center, reopened in 2014 after substantial reinvestment, is a catalyst
for redevelopment within the greater Springfield area. In 2022, the Board of Supervisors
approved new developments in the Town Center for a 400-unit multi-family complex as well as
a 160-key hotel. Also, a district-wide branding effort to foster a more cohesive image for the
greater Springfield area was completed in the fall of 2023 with the installation of four gateway
signs. An interdepartmental staff team has been formed to implement many of the
recommendations contained in the Springfield Market Assessment completed in the fall of 2022.
Staff continues to coordinate with the area chambers of commerce as well as the Springfield
Civic Association to resolve bicycle, signage, and pedestrian safety issues in the CRD, such as
an enhanced mid-block pedestrian crossing for Commerce Street, as well as other future
improvements. Staff continues to explore the feasibility of enhanced lighting of the Frontier Drive
underpass. Staff coordinated a grand opening of the new Springfield commuter garage and will
be working to activate the ground-level and roof top civic spaces of the garage in the coming
year.
Other neighborhood improvement projects include streetlights, the implementation of sidewalks,
curbs, gutters, curb ramps, and pedestrian safety improvements in older neighborhoods. The County
Streetlight Program is designed to respond to the need for additional community and roadway
lighting. Currently, new streetlights are primarily installed as part of the County’s development
process requirements. Depending on funding availability, streetlights may be installed at the County’s
expense based on citizens’ requests. Lighting is also being provided on a limited number of
trails/walkways, typically near Metro Stations/mass transit. Operating costs for streetlights are funded
by the General Fund. In addition, the Board of Supervisors periodically approves District Capital
Project funds. These funds support District specific unfunded capital needs, including minor capital
repairs, streetlights, and/or walkways. This program allows the Board of Supervisors to fund or
leverage grant funding to support capital projects within their District.
The Community Revitalization Section of the Fairfax County Department of Planning and
Development supports the One Fairfax policy by facilitating strategic redevelopment and investment
opportunities within targeted commercial areas that align with the community's vision and that
improve the economic vitality, appearance and function of those areas. Revitalization is a major
component of an overall strategy to strengthen the economic viability of the County’s older retail and
business centers. Specifically, through the targeted efforts of the Revitalization Program, these areas
will become more commercially competitive; offer better services and improved living, working, and
shopping opportunities; and, become attractive locations for private reinvestment that promotes
wealth creation. The Section works closely with the community on various efforts to foster community
connections and a sense of place that include planning and coordinating special events in public
places, adding murals to beautify and foster local pride, and installing distinctive gateway signage
and banners.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 82
1. Capital Sinking Fund for Revitalization (Countywide): $7,354,967 has been allocated to date
for the Capital Sinking Fund for Revitalization. The Capital Sinking Fund was established as a
direct result of the Infrastructure Financing Committee (IFC). Funding for each sinking fund is
approved annually as part of the Carryover Review and is allocated based on the following
percentages: 45 percent for FMD, 25 percent for Schools, 15 percent for Parks, 7 percent for
Walkways, 5 percent for County maintained Roads and Service Drives, and 3 percent for
Revitalization areas. It is anticipated that these funds will be dedicated to sidewalk and bus
shelter repairs and other required capital improvements in the CRDs.
2. Developer Defaults (Countywide): The Developer Default project is a continuing program for
the purpose of completing private development projects on which developers have defaulted.
There has been an increased level of activity for this program in recent years, and current
projections suggest this trend will continue. FY 2026 funding of $200,000 is included and is
supported by the General Fund.
3. Developer Streetlight Program (Countywide): This program supports the installation of
streetlights throughout the County. The County coordinates with Dominion Virginia Power and
NOVEC for the installation of the streetlights. Developers then make direct payments to the
County. Upon completion of the installation, the streetlights are incorporated into the Fairfax
County Streetlight Program inventory. This program is offset entirely by anticipated payments
from developers and revenues received are appropriated at year end annually.
4. District Capital Projects (Countywide): This Program supports District specific unfunded
capital needs, including minor capital repairs, streetlights, and/or walkways. As part of the FY
2025 Third Quarter Review, funding of $2,000,000 in project balances was redirected from the
ten District Capital Projects, ST-000004 through ST-000013 to the new Reserve for Economic
Uncertainty to address emerging fiscal challenges. This funding represented balances that had
been allocated over multiple quarterly reviews and used to address small-scale capital project
needs.
5. Emergency Directive/Grass Mowing Directive Programs (Countywide): $493,752 has been
allocated to support emergency property maintenance issues associated with foreclosed
properties in the County. Funding provides for abatement services of both emergency and non-
emergency directives related to health and safety violations, grass mowing violations and graffiti
removal. The Department of Code Compliance supports the community through programs
pertaining to grass ordinances in order to investigate and resolve violations and concerns in
both residential and commercial areas. Funding for this program varies from year to year.
6. Minor Streetlight Upgrades (Countywide): $635,596 has been allocated for the upgrading of
existing streetlights that do not meet current illumination standards for roadways, based on
citizens’ requests. Funding for this program varies from year to year and is appropriated at the
Third Quarter or Carryover Review.
7. Payments of Interest on Bond Deposits (Countywide): This project provides for payments to
developers for interest earned on conservation bond deposits. The County requires developers
to make deposits to ensure the conservation of existing natural resources. Upon satisfactory
completion of the project, the developer is refunded the deposit with interest. Funding varies
from year to year and is based on prior year actual expenditures and current interest rates.
FY 2026 funding of $50,000 has been included for these payments.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 83
8. Revitalization – Mason District (Mason District): $450,074 has been allocated to continue
improvement projects in the Mason area.
9. Revitalization – McLean (Dranesville District): $143,427 has been allocated to continue
improvements in the McLean area.
10. Revitalization – Mural Pilot Program (Countywide): $300,000 has been allocated to support
a pilot program for public murals in the County’s Commercial Revitalization Districts and Areas.
The Community Revitalization Section (CRS) will administer this program and work with
community stakeholders to identify appropriate locations and themes for murals.
11. Revitalization – Richmond Highway (Franconia/Mount Vernon Districts): $78,277 has been
allocated for streetscape improvements and signage in the Richmond Highway Corridor
revitalization area. The Southeast Fairfax Development Corporation (SFDC) initiated the
Wayfinding project to improve signage, orient motorists along the Richmond Highway Corridor
and help bolster community identity. Construction of Phase I of this project was completed in
the summer of 2013. Phase II, consisting of three additional wayfinding signs for the southern
end of the corridor as well as modifications to one existing sign, was completed in August 2017.
Remaining funds may be retained for future repairs or to assist with future relocations of these
signs as a result of road widening and/or Bus Rapid Transit projects.
12. Revitalization – Springfield (Springfield District): $203,844 has been allocated for the
Springfield Branding/signage project. To raise the visibility and reputation of Springfield as a
great place to live and do business, Fairfax County is working to implement new “gateway”
entrance signs welcoming visitors and shoppers into the Central Springfield commercial area.
This branding initiative is a partnership between the County and the Greater Springfield
Chamber of Commerce, Springfield Civic Association, and Springfield Town Center.
13. Revitalization - Springfield Branding (Springfield District): $150,000 has been allocated to
support a unique lighting installation as part of the Springfield Branding/signage project. This
project will strengthen the identity and image of central Springfield, to include the Springfield
Commercial Revitalization District as well as the Springfield Transit Station Area. To
complement the flagship welcome sign from the west at the new Commuter Parking Garage,
staff developed an innovative gateway on the south and east of the commercial areas,
comprised of a unique lighting installation at the Frontier Drive underpass. This lighting feature
will improve the connection with the Franconia-Springfield Metrorail station while also improving
pedestrian safety and comfort.
14. Revitalization - Springfield Planning (Springfield District): $180,000 has been allocated for
consultant support related to planning in the Springfield area. Consultant assistance will support
community engagement and visioning, development of potential land use and design scenarios,
and a transportation study for the Springfield Transit Station (TSA)/Community Business Center
(CBC) study.
15. Revitalization Initiatives (Countywide): $389,615 has been allocated for revitalization
activities, including consultant services to foster commercial revitalization and address program
needs to implement recommendations of the Comprehensive Plan for the Revitalization
Districts/Areas: Annandale, Baileys Crossroads/Seven Corners, Lake Anne, Lincolnia, McLean,
Merrifield, Richmond Highway, and Springfield, as well as for other areas of strategic importance
in the County.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 84
16. Revitalization Maintenance – CRP Areas (Countywide): This is an on-going project which
provides for routine and non-routine maintenance in commercial revitalization districts
(Annandale, Baileys Crossroads/Seven Corners, McLean, Richmond Highway, and Springfield)
and provides landscaping maintenance associated with the Tyson’s Silver Line area. The goal
of this program is to provide an enhanced level of infrastructure and right-of-way features in
these urbanizing areas to facilitate pedestrian movements and create a “sense of place.”
Routine maintenance in the commercial revitalization areas currently includes grass mowing,
trash removal, street sweeping, fertilization, mulching of plant beds, weed control, and plant
pruning. Non-routine maintenance includes asset maintenance or replacement (e.g., trees,
plants, bicycle racks, area signs, street furniture, bus shelter, drinking fountains) to sustain the
overall visual characteristics of the districts. Maintenance along the Silver Line also includes the
upkeep of 27 water quality swales under the raised tracks located in VDOT right-of-way. Typical
maintenance for the swales includes litter and sediment removal, vegetation care, and structural
maintenance. Funding of $1,000,000 has been included to continue these efforts in FY 2026.
17. Strike Force Blight Abatement (Countywide): This project is supported by the Department of
Code Compliance which assists the community through programs pertaining to zoning, building,
property maintenance, health, and fire codes as well as blight ordinances in order to investigate
and resolve violations and concerns in both residential and commercial areas. As part of the
FY 2009 Adopted Budget Plan budget guidelines, the Board of Supervisors directed that any
revenue generated from zoning violation fines in excess of the baseline total of $122,215 be
made available to support the activities of the Department of Code Compliance. Any revenues
over this baseline are appropriated to this project at year-end.
18. Survey Control Network Monumentation (Countywide): This is a continuing project that
supports the establishment, maintenance, and publication of survey control monuments. These
monuments, used by the private and public sector, are the terrestrial framework for geospatial
control of surveying, mapping, and land development projects. The survey control monuments
provide the spatial control for the County GIS system. This monumentation work is necessary
to assist Surveyors and Engineers in developing site plans in accordance with the requirements
of the Fairfax County Public Facilities Manual. An amount of $95,000 is included in FY 2026 to
support this program.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 85
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Capital Sinking Fund for
Revitalization
G$7,355 $0 $7,355
CR-000007
2
Developer Defaults G C$200 $200 $200 $200 $200 $1,000 $1,000 $2,000
2G25-020-000
3
Developer Streetlight Program X $1,938 $0 $1,938
2G25-024-000
4
District Capital Projects G $3,179 $0 $3,179
ST-000004 - ST-000013
5
Emergency Directive / Grass
Mowing Directive Programs
G, X $494 $0 $494
2G25-018-000 / 2G97-002-000
6
Minor Streetlight Upgrades G, X $636 $0 $636
2G25-026-000
7
Payments of Interest on Bond
Deposits
GC$50 $50 $50 $50 $50 $250 $250 $500
2G06-002-000
8
Revitalization - Mason District B, X $450 $0 $450
CR-000014
9
Revitalization - McLean B, X $143 $0 $143
CR-000012
10
Revitalization - Mural Pilot Program G $300 $0 $300
CR-000016
11
Revitalization - Richmond Highway B, X $78 $0 $78
CR-000013
12 Revitalization - Springfield B, X $204 $0 $204
CR-000011
13
Revitalization - Springfield Branding G $150 $0 $150
CR-000015
Project Cost Summaries
($000's)
Revitalization and Neighborhood Improvements
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 86
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
Project Cost Summaries
($000's)
Revitalization and Neighborhood Improvements
14
Revitalization - Springfield Planning G $180 $0 $180
2G35-011-000
15
Revitalization Initiatives G $390 $0 $390
2G35-007-000
16
Revitalization Maintenance - CRP
Areas
GC $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 $5,000 $10,000
2G25-014-000
17
Strike Force Blight Abatement G, X $1,222 $0 $1,222
2G97-001-000
18
Survey Control Network
Monumentation
GC$95 $95 $95 $95 $95 $475 $475 $950
2G25-019-000
Total $16,719 $1,345 $1,345 $1,345 $1,345 $1,345 $6,725 $6,725 $30,169
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 87
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 88
To provide facilities supporting the timely processing and
adjudication of all cases referred to the 19th Judicial Circuit
Court, General District Court, and Juvenile and Domestic
Relations District Court.
To provide facilities for the immediate and adequate
confinement of individuals who are awaiting trial or
sentencing, or who are serving sentences of twelve months
or less.
To provide facilities for the accomplishment of efficient,
effective, and accredited residential care programs for
juveniles.
To provide the judicial system with a wide range of
disposition alternatives so that confinement not only protects
society but considers the nature of the offense and the cost of
detention.
To provide safe and secure judicial facilities for both the
public and staff.
To protect persons and property by providing facilities that
will aid in the enforcement of the laws of the Commonwealth
of Virginia and Fairfax County.
To provide facilities that will aid in the prevention of fires, the
control and extinguishment of fire incidents, and the provision
of emergency medical services.
To provide facilities that will aid in the development of
effective training programs for public safety personnel.
To provide facilities for the humane care, feeding, and
temporary shelter of stray or unwanted animals.
To provide facilities that will ensure that the County’s public
safety fleet is operated in a safe and cost-effective manner.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 89
The current focus of the County’s criminal justice system is to provide adequate court facilities and
update aging jail facilities and security systems.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Sheriff and Courts specific objectives 26-29 as shown
below:
• Meet the State Department of Corrections rated capacity standards for Average Daily Population
at the Adult Detention Center (ADC) and provide for sentenced offenders not incarcerated at the
ADC.
• Provide facilities for inmates to serve their sentence with opportunities not otherwise available
in confinement to include work release, education programs, rehabilitative programs in the
community, and weekend community service as alternatives to incarceration.
• Maintain a central location for the main court system for the County to be convenient to all
County residents.
• Maintain the efficient and expedient processing and adjudication of cases of the 19th Judicial
Circuit Court and General District Court of Fairfax County by providing the necessary facilities
to accomplish such actions.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024
After the demolition of the Massey Building, a Master Plan study was completed which evaluated the
needs, constraints, and opportunities at the Judicial Complex site. The Master Plan provides a
strategic plan and an urban vision for the redevelopment of the Complex. The project is envisioned
to be completed in phases to ensure the coordinated long-term implementation of the redevelopment
of the 48-acre site. Public facility priorities include future Criminal Justice, Public Safety, and Health
and Human Services’ programs, as well as the restoration of the Historic Courthouse and grounds.
County programs currently in nearby leased spaces, are being evaluated for future inclusion in the
redevelopment plans, and opportunities for public private partnerships will be assessed.
Funding has been allocated to advance the planning and preliminary design of the Judicial Annex
(Building One) on the Complex. The Judicial Annex is proposed as a mixed-use facility and includes
public safety, expanded court services, and the replacement of the Police Evidence Storage Facility.
Also underway is the demolition of the two 1950’s wings and sallyport at the rear of the Historic
Courthouse and the associated restoration and site work. Additional building renewal to replace
outdated critical building systems is planned for the future. Other future phases include the
development of Workforce Housing at the Burkholder Administrative Center site, a new Diversion
and Community Re-Entry Center, removal of the employee parking garage, modifications to the
public parking garage and additional public facilities.
The Judicial Center is used by over 2,500 people daily and experiences significant wear to the public
spaces and building systems. There are 26 courtrooms within the original portion of the Courthouse
which needed renovations including improved lighting, ductwork realignment, and technology
upgrades to keep the rooms operational. Over time funding has been approved to enable the
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 90
renovation of all 26 courtrooms. A phased approach has been implemented to enable court
operations to continue with limited disruptions.
The Adult Detention Center (ADC), in the same complex, is a three-building compound with beds for
1,343 inmates constructed in 1978, 1988, and 1998. The buildings are interconnected, but many of
the building systems, including the security system, required additional integration. While some
upgrades and replacements have been completed in recent years, most of the systems and
equipment have served beyond their expected useful lifetime. A major renovation project was
approved by the voters as part of the 2018 Public Safety Bond Referendum and is underway.
The Fairfax County Sheriff’s Office is committed to building trust within the community and serving
all those encountered equitably. The Sheriff’s Office accomplishes this by maintaining the highest
level of professionalism while striving to continually review and improve practices to ensure that all
members of the community feel safe and valued. For example, inequities have been observed in
the community for individuals with behavioral health issues, disabilities, and substance use
disorders. Many times, individuals dealing with these issues find themselves interacting with the
Criminal Justice System and the Sheriff’s Office through the Civil Enforcement process, the court
system, or in a confinement setting. The Sheriff’s Office has spearheaded numerous efforts to
expand services and treatments offered to these marginalized community members. The demand
for these services continues to increase and the Sheriff’s Office is committed to growing with the
demand.
In addition, the Sheriff’s Office adopted a voluntary Medications for Opioid Use Disorder (MOUD)
program. The agency offers evidence-based treatment for individuals with OUD while incarcerated
and ensures wraparound reentry recovery support at release. Transformative changes include
screening for OUD at booking, starting people on withdrawal protocols once identified, providing peer
support, offering medications for OUD, delivering workforce training, changing standard operating
procedures and protocols, incorporating harm reduction approaches, and enhancing release plans.
Many of the projects highlighted below also support the One Fairfax Initiative.
1. Adult Detention Center Renovation – 2018 (Providence District): $62,510,000 is currently
estimated for the renovation and security system replacement at the Adult Detention Center.
This facility has three wings (North, East, and West), each constructed at different times. The
North Wing is approximately 93,000 square feet and was constructed in 1989. The East Wing
is approximately 106,000 square feet and was constructed in 1978 and the West Wing, the
largest wing at approximately 310,000 square feet, was constructed in 1995. A mechanical,
plumbing, and building systems assessment of each wing was conducted by a contracted
engineering firm and the results indicated that most of the major building systems including
plumbing, electrical, HVAC, and fire protection systems required replacement and/or upgrades.
In addition, it was determined that the Hot Water system for the West Wing was a critical
component that needed to be replaced ahead of the rest of the project. This work was completed
in the winter of 2022. Some exterior work is also required including weather stripping and roof
repairs. Finally, the security systems were last assessed in 2016 with studies concluding that
the systems are outdated and no longer meet industry standards. System equipment repairs
and maintenance have become nearly impossible as manufacturers no longer support the
equipment and replacement parts are not available through standard vendors. The security
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 91
system upgrades have been designed and are currently in construction with completion
scheduled for summer 2025. A General Fund allocation of $10.0 million was provided as part of
the FY 2021 Third Quarter Review to allow the security portion of the work to be bid for
construction. General Obligation Bond funding of $45.0 million supports the capital improvement
requirements. Funding of $510,000 was previously approved for study and pre-design work,
providing a total of $55,510,000 funded to date with approximately $7 million remaining to be
funded. It is anticipated that this additional funding will be required in the future to complete the
capital renewal portion of the project. The bond portion of this project was approved by the voters
as part of the 2018 Public Safety Bond Referendum.
2. Courtroom Renovation Equipment/Furniture (Providence District): This project is
supported by the General Fund and provides loose furniture in the courtrooms as renovation
work is complete. The 26 courtrooms in the Jennings Judicial Center are scheduled to be
renovated over several years. Equipment and furniture requirements include attorney seating,
juror seating, judge’s chairs, clerk’s chairs, court reporter’s chairs, deputy’s chairs, witness
chairs, non-technical podiums, jury deliberation room tables and chairs, and victim/witness room
tables and chairs. To date, an amount of $1,589,169 has been approved for equipment and
furniture.
3. Courtroom Renovations - Bond Funded - 2012 (Providence District): $29,100,000 has
been approved to renovate most of the existing courtrooms within the Jennings Judicial Center
building. These courtrooms require improved lighting, ductwork realignment, and technology
upgrades. Four of the 26 courtrooms were fully funded by the General Fund and the work is
complete. The remaining 22 courtrooms were approved for funding in the amount of $20.0
million as part of the 2012 Public Safety Bond Referendum. However, an amount of $4.0 million
was redirected to the Jennings Courthouse Data Center to support critical and immediate data
center requirements. Of the 22 bond-funded courtrooms, a total of 14 courtrooms are complete
and the construction of the next phase of 3 courtrooms began in early 2023. In addition, the
renovation/buildout of Courtroom 3J of the Juvenile District Courts has been added to the scope
of work which was part of the Courthouse expansion project and was built as shell space only.
An amount of $5.0 million was approved by the voters as part of the 2018 Public Safety Bond
Referendum and will replace the redirected $4.0 million and support construction escalation
associated with current market conditions. Finally, General Fund support of $8.1 million was
approved as part of the FY 2023 Third Quarter Review to enable construction of the last six
courtrooms once the technology integration phase is complete.
4. Historic Courthouse Demo/Reno (Providence District): $9,500,000 has been approved for
the demolition of the two 1950’s wings at the rear of the Historic Courthouse building and the
associated site work. The rear of the Historic Courthouse will be restored to its pre-1950
appearance when these appendages are removed. Additional funding is required in the future
for infrastructure replacement and upgrades throughout the entire building. The renewal phase
will also include site work to transform the grounds surrounding the Historic Courthouse and
Historic Jail into a green space park and improve pedestrian safety in the area. This renewal
portion of the project is estimated to require $90 million and is anticipated to be financed with
EDA bonds.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 92
5. Judicial Complex Redevelopment / Judicial Annex (Providence District): $205,450,000 is
the total anticipated to support the Judicial Annex (Building One) within the Judicial Center
Redevelopment project. The Judicial Annex is proposed to be a 150,000 square foot mixed use
facility with a level of underground staff parking and includes the required site infrastructure for
phase one of the redevelopment project. Funding in the amount of $2,450,000 has been
approved to date, including an amount of $1,500,000 to support the entitlement process for the
entire 48-acre Judicial Complex, and $950,000 to begin the preliminary planning, which will
include replacement of the Police Evidence Storage Facility, Circuit Court file storage, expanded
court services, and court support services, currently located at the Burkholder Administrative
Center. An amount of $18 million previously approved for the Police Evidence Storage Facility
is also available and $185 million is anticipated to be financed by EDA bonds.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 93
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Adult Detention Center Renovation -
2018
B, G $36,000 $14,600 $7,600 $3,100 $710 $500 $26,510 $62,510
AD-000002
2
Courtroom Renovation
Equipment/Furniture
G$1,589 $0 $1,589
2G08-017-000
3
Courtroom Renovations - Bond
Funded - 2012
B, G $26,098 $2,502 $500 $3,002 $29,100
CF-000003
4
Historic Courthouse Demo/Reno B, G $9,500 $90,000 $90,000 $99,500
CF-000008
5
Judicial Annex (Building One) B, G $2,450 $185,000 $185,000 $187,450
GF-000066
Total $75,637 $17,102 $193,100 $3,100 $90,710 $500 $304,512 $0 $380,149
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
($000's)
Court Facilities
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 94
Fairfax County continues to demand the timely delivery of modern, efficient public safety services.
The provision of an appropriate level of service requires facility improvements of three general types:
construction of new facilities to provide improved service levels; construction of new facilities to
replace temporary rented or substandard quarters; and renovation and/or expansion of existing
facilities. Public Safety facilities include those associated with Fire and Rescue, Police, Animal
Services, and E-911 communications.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Public Safety specific objectives 20-25 and 30-31 as
shown below:
• Maintain and expand training facilities for public safety officials, including but not limited to police
officers, deputy sheriffs, fire and medical emergency personnel and animal wardens.
• Enhance the operations elements facilities to properly support the duties of sworn law
enforcement officials, fire and emergency personnel and animal protection officers.
• Locate police stations and facilities so as to provide the most efficient and expeditious law
enforcement/protective service to the county as a whole and to the individual police districts.
• Maintain or establish facilities that allow Police Department personnel to operate at maximum
effectiveness.
• Establish and maintain at a minimum, a seven-minute total response time coverage for fire and
rescue emergencies to at least 95 per cent of the county's population.
• While adhering to constructing new full service fire stations of a minimum 14,000 square feet,
all efforts should be made to construct new stations to be compatible with the surrounding
community.
• Provide for convenience of Animal Services Division services to all county residents by
maintaining the current shelter locations on West Ox Road and the Lorton Campus.
• Continue to provide convenient pet adoptions, licensing, vaccinations, and education services
to county residents and the necessary facilities for managing all phases of Animal Services
Division and safety.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, amended through 5-7-2024
Public Safety facilities are generally supported by General Obligation Bonds, most recently from the
2015, 2018, and 2024 Public Safety Bond Referenda. Projects approved as part of the 2015 and
2018 Bond Referenda are currently underway or nearing completion. The 2024 Public Safety Bond
Referendum supports the expansion, renovation, and/or construction of three fire stations and one
police facility. All of these fire stations, including the Tysons, Fox Mill, and Oakton Stations, were
constructed approximately 42 to 47 years ago and require replacement of major building subsystems
which have reached the end of their useful life. The renovation/expansion or replacement of these
fire stations will enable the Fire and Rescue Department to meet current operational requirements,
including expanding equipment bays to provide adequate space for apparatus, expanding space for
minimum staffing requirements, and providing gender neutral bunkrooms and shower/locker
facilities. Continuous fire and rescue services will be provided to the communities during
construction.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 95
In addition, the Criminal Justice Academy will be replaced as part of a consolidated Police Training
Center. Both 2018 and 2024 bond funding will provide for a replacement consolidated Police Training
Center. The colocation of the Criminal Justice Academy with the Emergency Vehicle Operations
Center at the Police Training Center will create spatial and operational efficiencies and reduce the
overall footprint of the proposed building by utilizing shared spaces between the two training
functions. Relocating to the secure drivers’ training area will also alleviate security concerns and
allow private outdoor training which cannot be accomplished at the current site. The new facility will
also be able to meet the County’s energy and sustainability goals.
The projected growth of Tysons, as part of Tysons Redevelopment, requires a new Tysons District
Police Station to provide urban-style police service for the area. Partnerships with other Fairfax
County Agencies for collocated facilities are being explored. Additionally, future plans for the police
department include renovation/expansion or replacement of the Mount Vernon District Station, Sully
District Station, and West Springfield District Station in order to upgrade aging building systems, take
advantage of updated technologies, reconfigure the layout for efficiency and security, and resolve
inadequate support and operational space. There are also plans for a large new specialty vehicle
storage facility to replace existing leased space which is reaching capacity and does not meet
security standards. It is anticipated that this facility will also house Fire and Rescue vehicles.
The Fire and Rescue Department’s Fire Station Location Master Plan served as the general plan for
locating fire stations in the County. The Master Plan defined criteria, such as population, incident
activity, development types and densities, road networks, target hazards, and response times, for
determining where fire stations were needed. In June 2010, the Fairfax County Board of Supervisors
adopted the Tysons Comprehensive Plan which includes a relocation of the existing Tysons Fire
Station and identifies areas for additional fire stations to support development over the next twenty
years. In 2011, a replacement of the existing Tysons Fire Station was negotiated as part of a
development proffer. In early 2013, land as well as design and construction of a second fully
functional fire station in the Tysons East area was negotiated through a development partnership to
support growth in Tysons.
Long range plans for the Fire and Rescue Department include expanding or replacing existing fire
stations to meet the emergency service needs of projected population growth and high-density
development throughout the County. The Fire and Rescue Department analyzes response times and
incident activity to optimize resource allocation and to prioritize funding for new fire stations and for
renovating/expanding or replacing existing stations to meet future service demand.
The map that follows depicts the population densities as compared to the existing fire station
locations. This map is one of the tools used to prioritize projects for future planning.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 96
Fire Station #
Fire Station Name
Fire Station #
Fire Station Name
1
McLean
24
Woodlawn
2
Vienna
25
Reston
4
Herndon
26
Edsall Road
5
Franconia
27
West Springfield
8
Annandale
28
Fort Buffalo
9
Mount Vernon
29
Tysons Corner
10
Bailey’s Crossroads
30
Merrifield
11
Penn Daw
31
Fox Mill
12
Great Falls
32
Fairview
13
Dunn Loring
34
Oakton
14
Burke
35
Pohick
15
Chantilly
36
Frying Pan
16
Clifton
37
Kingstowne
17
Centreville
38
West Centreville
18
Jefferson
39
North Point
19
Lorton
40
Fairfax Center
20
Gunston
41
Crosspointe
21
Fair Oaks
42
Wolftrap
22
Springfield
44
Scotts Run
23
West Annandale
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 97
The Fire and Rescue Department (FRD) supports racial and social equity and diversity in the
community and workplace by providing the highest quality services to protect the community’s lives,
property, and environment. FRD’s external focus is on providing equitable services and reducing
fire and medical risks through programs based on the needs of vulnerable populations in the
County. For example, FRD partnered with the America Red Cross on the “Sound the Alarm” initiative
to install smoke alarms, carbon dioxide detectors, and deliver Life Safety information in multiple
languages throughout mobile home communities in Fairfax County. To date, over 2,000 smoke
alarms have been installed, and 600 homes were made safer. FRD’s internal focus is on equitable
recruitment, hiring, and promotions using data analysis for women and protected classes to ensure
an equitable and inclusive workforce. FRD’s goal for capital facilities is to design and construct fire
stations and training facilities which will house a diverse workforce by providing gender neutral
accommodations.
The Police Department (PD) is committed to enhancing the community’s safety, trust, and well-being.
In making capital project decisions, the PD analyzes a variety of metrics using data from the Office
of Data Analytics and Strategic Initiatives to ensure that overall policing strategies are fair,
accessible, and effective. The approach utilizes multiple methods to identify areas where police
presence is most needed strategically, including population density and crime statistics. Additionally,
each project is prioritized due to operational deficiencies within facilities as the buildings age and the
support systems begin to fail. When planning for the future, the PD prioritizes co-location and
collaboration to maximize impact and ensure the County is meeting the needs of the community.
Capital project support is considered an investment in a safer, more efficient, and more responsive
police department.
1. Feasibility Studies (Countywide): $591,487 has been approved to date to conduct feasibility
studies at various Public Safety Facilities to determine the scope of renovations required.
Fire and Rescue
2. Fairview Fire Station - 2018 (Springfield District): $22,100,000 has been approved for a
renovated/expanded or replacement fire station with 3 drive through apparatus bays. This
station was constructed in 1981 and requires upgrades to building systems, gender neutral
bunkrooms and shower/locker facilities, and space for support functions. The project also
includes a temporary fire station off-site to maintain fire and rescue services during construction.
This project was approved as part of the 2018 Public Safety Bond Referendum and is currently
in the construction phase.
3. Fort Buffalo Fire Station - 2018 (formerly Seven Corners Fire Station) (Mason District):
$15,950,000 has been approved for a renovated/expanded or replacement fire station with 3
apparatus bays. This station was constructed in 1977 and requires upgrades to major building
systems. In addition, apparatus bays are undersized, female living facilities are inadequate, and
space is needed for support functions. The project also includes a temporary fire station off-site
to maintain fire and rescue services during construction. The Fort Buffalo station’s response
area includes Bailey’s Crossroads which is projected to experience population growth and high-
density development which will increase the demand for emergency medical and fire
suppression services. This project was approved as part of the 2018 Public Safety Bond
Referendum and is currently in the construction phase.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 98
4. Fox Mill Fire Station – 2024 (Hunter Mill District): $25,000,000 is estimated to be required to
replace the existing 2-bay fire station constructed in 1979. The station requires upgrades to
major building systems, gender neutral bunkrooms and shower/locker facilities and space for
support functions. The Fox Mill Fire Station’s response area includes Reston and the Route 28
corridor targeted for high density development in conjunction with the Silver Line Metrorail which
will increase future demand for medical and fire suppression services. This project was approved
as part of the 2024 Public Safety Bond Referendum.
5. Gunston Fire Station - 2018 (Mount Vernon District): $20,700,000 has been approved for a
renovated/expanded or replacement fire station with 4 drive through apparatus bays. This
station was constructed in 1976 and requires major building systems upgrades to systems that
are beyond the end of their life expectancy. In addition, larger apparatus bays, gender neutral
bunkrooms and shower/locker facilities, and space for water rescue resources as well as for
support functions are needed. This project was approved as part of the 2018 Public Safety Bond
Referendum and is currently in the construction phase.
6. Mount Vernon Fire Station - 2018 (Mount Vernon District): $16,000,000 has been approved
for a renovation/expansion or replacement fire station with 4 larger apparatus bays. This station
was constructed in 1969 and requires major building system upgrades. In addition, larger
apparatus bays, gender neutral bunkrooms and shower/locker facilities, and space for support
functions are needed. The Mount Vernon response area includes the Richmond Highway
Corridor which is one of the revitalization areas in the County targeted for commercial and
residential development. This project was approved as part of the 2018 Public Safety Bond
Referendum.
7. Oakton Fire Station – 2024 (Providence District): $6,000,000 is estimated to be required to
upgrade the existing 2½ bay fire station built in 1983. The station requires upgrades to building
systems throughout the facility. This project was approved as part of the 2024 Public Safety
Bond Referendum.
8. Penn Daw Fire Station - 2015 (Mount Vernon District): $6,900,000 has been expended or
remains available for the renovated/expanded or replacement fire station. The Penn Daw Fire
Station was constructed in 1967 as a volunteer station and is one of the oldest and busiest in
the County. The station’s apparatus bays are undersized with very low ceilings. In addition, the
station lacks gender neutral bunkrooms and shower/locker facilities and requires replacement
of building systems that have far exceeded their life expectancy. The Penn Daw Fire Station’s
response area covers the northern section of the Richmond Highway Corridor targeted for
residential and commercial development which will increase the future demand for emergency
medical and fire suppression services. The existing station site is very constrained and does
not accommodate the needs of the fire station. An alternate site to construct a new permanent
fire station collocated with other county facilities has been selected. A design is currently under
development which collocates this fire station with a new Emergency Shelter and Supportive
Housing component. The new Emergency Shelter and Supportive Housing will replace the
Eleanor Kennedy Shelter currently in leased space at the Fort Belvoir Military Reservation. The
fire station portion of the project was originally approved as part of the 2015 Public Safety Bond
Referendum; however, as part of the FY 2025 Third Quarter Review, funding of $8,500,000 in
General Obligation bond funds were redirected to support other public safety projects. The co-
located Penn Daw complex is proposed to be funded using Economic Development Authority
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 99
(EDA) bond financing, making the General Obligation bonds available to support other projects
which are experiencing significant shortfalls.
9. Traffic Light Preemptive Devices (Countywide): $3,286,255 has been received to date to
support the Fire Department’s Emergency Vehicle Preemption (EVP) program. Funding of
$2,000,000 from the General Fund and proffer revenue associated with The EVP program
provides for installation of vehicle preemption equipment on designated traffic signals along
priority travel routes throughout Fairfax County. The goal of the EVP program is to improve
response times to emergency incidents as well as safety for firefighters, residents, and visitors
in Fairfax County.
10. Traffic Light Preemptive Maintenance (Countywide): $22,205 has been allocated for
maintenance associated with the Fire Department’s EVP infrastructure. The EVP program
provides for installation of vehicle preemption equipment on designated traffic signals. As
preemption devices are installed and completed, any remaining proffer balances are set aside
for future maintenance on the equipment.
11. Tysons Fire Station - 2024 (Providence District): $26,417,152 is estimated for a 5-bay
replacement Tysons Fire Station. Funding of $1,417,152 has been received to date from
negotiated proffer obligations to support the design and additional proffer funding for
construction is anticipated as development in the designated Tysons area occurs. The existing
3-bay fire station, constructed in 1978, requires upgrades to major building systems, additional
apparatus bays, gender neutral living facilities, a physical fitness area, and storage for personnel
protective gear and medical supplies. A larger replacement fire station will have the capacity to
meet future increased demand for emergency medical and fire suppression services based on
anticipated population growth and high-density development in Tysons. The new fire station will
be collocated with a 7-bay transit facility on the Tysons West Park Transit site. The project is
currently in the design phase. The current fire station at Spring Hill Road remains in place and
operations can continue from that station until the replacement station is constructed. Funding
of $25 million was approved as part of the 2024 Public Safety Bond Referendum. Any funding
received in the future will help offset future public safety projects.
12. USAR Site Remediation (Mount Vernon District): $850,000 has been provided for the design
portion of site development requirements at the Urban Search and Rescue (USAR) site now
located at the former Youth Correctional Facility in Laurel Hill. This project will replace
undersized and buried piping to resolve stormwater issues at the site. Future funding will be
required for construction.
13. Volunteer Fire Station - 2018 (Mason District): $23,500,000 has been approved for a
replacement volunteer fire station. This funding will support the West Annandale station’s
replacement and a temporary off-site station during construction. The original volunteer fire
station built in 1970 has exceeded its useful life cycle and lacks female living facilities, personal
protective gear storage, and space for support functions. Per an Agreement with the Annandale
Volunteer Fire Department and the Board of Supervisors, a new County-owned replacement
station, including volunteer space, will be constructed at the existing site. This project was
approved as part of the 2018 Public Safety Bond Referendum and supplemented by bonds
funds associated with other Public Safety projects. The project is currently in the design phase.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 100
Police
14. Criminal Justice Academy – 2018 & 2024 (Sully District): $88,000,000 is estimated to be
required to fund a consolidated Police Training Center. As part of the 2018 Public Safety Bond
Referendum, an amount of $18 million was approved to provide for infrastructure upgrades at
the existing Criminal Justice Academy (CJA). This facility currently provides training for 2,300
annual recruits and incumbents from the Fairfax County Police Department and Office of the
Sheriff, Fairfax County Fire Marshall’s Office and the town of Vienna. The current facility has
outgrown the capability to provide innovative training to recruits and incumbent officers and the
academic and scenario-based training rooms do not meet the needs for today’s training. The
2018 bond funding will only address the replacement of some of the building systems and
infrastructure that are beyond the end of their life cycle. A feasibility study has been completed
that collocates the CJA with the Emergency Vehicle Operations Center (EVOC) and Drivers
Training Track. Collocating the CJA with the EVOC creates spatial and operational efficiencies
thus reducing the overall footprint of the building by utilizing shared spaces between the two
training functions. Relocating to the secure drivers training area will also alleviate security
concerns and allows for private outdoor training that cannot be accomplished at the current site.
The new facility will also be able to meet the County’s latest energy and sustainability goals.
Funding of $18 million was approved as part of the 2018 Public Safety Bond Referendum and
remaining funding of $70 million was approved as part of the 2024 Public Safety Referendum.
15. Emergency Vehicle Operations and K9 Center – 2015 (Sully District): $3,600,000 remains
to replace the existing Emergency Vehicle Operations Center (EVOC) and K9 Training facility.
These two facilities are located on the same site and the training space is housed in two double-
wide trailers. Approximately 1,300 county police officers as well as new recruits are trained at
the facility. The EVOC was built as a temporary structure in 1995 and suffers from inadequate
building support systems, pipes that consistently freeze in the winter months, pest infestation
and insufficient space for training and vehicle maintenance. The current K9 facility is a small
shed with very limited space. A new building will collocate both the EVOC and K9 sections and
provide efficiency of operations and reduced costs. This project was approved as part of the fall
2015 Public Safety Bond Referendum in the amount of $12 million; however, most of the funding
has been redirected to other critical projects. The current plans for a new Criminal Justice
Academy include the EVOC training site and these remaining funds may be redirected to other
Public Safety projects.
16. Franconia Police Station – 2015 (Franconia District): $33,500,000 has been approved to
renovate/expand or replace this facility which currently supports 130 officers and 30 non-sworn
personnel serving approximately 51 square miles of the County. The facility was built in 1992
and houses the Franconia District Supervisor’s Office and the Franconia Museum. The building
systems have reached the end of their useful life and the facility currently lacks adequate
interviews rooms, property evidence rooms, locker rooms, an exercise room, and office space;
parking is limited to support the specialty units conducting operations within the District. The
staff and equipment operating out of the facility has far surpassed the size of the station. The
current Franconia site is very constrained and does not accommodate the needs of the Police
Station. The design has been completed which collocates this Police Station, the Franconia
District Supervisor’s Office and the Franconia Museum, with the Kingstowne Library, and an
Active Adult Center and childcare facility into one comprehensive facility on the site of the new
Kingstowne Regional Library. The design also includes garage parking and a County fueling
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 101
station. The project is currently in the construction phase. This project was approved as part of
the 2015 Public Safety Bond Referendum.
17. Mason Police Station – 2018 (Mason District): $33,000,000 has been approved to
renovate/expand or replace the Police Department portion of the facility. The building systems
have reached the end of their useful life and the facility does not meet the current and future
operational needs of the police operations. The community rooms and District Supervisors office
are not included in the renovation. The current facility, built in 1975, does not have adequate
office, storage, workout, or interview spaces. This police facility must operate 24/7 and does not
currently support operations. This project was approved as part of the 2018 Public Safety Bond
Referendum and is in the design phase.
18. Mount Vernon Colocation Opportunities (including Mount Vernon Police Station) (Mount
Vernon District): $62,000,000 is proposed as a placeholder for the Mount Vernon Police Station
and other opportunities for colocation in the Mount Vernon area. The Mount Vernon Police
Station was originally constructed in 1981 and renovated in 2003 and houses the Mount Vernon
District Supervisor’s Office. A master planning effort is underway to determine if colocation
opportunities could be realized for the Police Station, Fire Station, Sherwood Library, and other
County facilities in the area. It is anticipated that a colocation effort would be financed by existing
General Obligation bonds for some of the project and EDA bonds in the future.
19. Police Evidence Storage Annex – 2018 (Providence District): $18,000,000 has been
approved to renovate, expand, or replace the existing Evidence Storage Building which currently
houses the Police Department’s Warrant Desk and main Property and Evidence Section. The
second and third floors are not able to adequately support high density storage, so little can be
stored above the first level of the building. Expansion of the storage area for the Police Property
and Evidence Section is critical. Many of the items stored are critical evidence for court
presentations, and their preservation is paramount. Adequate climate-controlled storage is
needed to properly store this property in an organized manner. Strict accountability and
oversight are necessary to meet accreditation standards. A replacement facility is being
collocated with the Judicial Annex Building which is currently in the design and permitting phase.
This project was approved as part of the 2018 Public Safety Bond Referendum.
20. Police Tactical Operations - 2015 (Mason District): $37,500,000 will support the replacement
of the facility that houses the Police Department’s Operations Support Bureau (OSB) including
the Traffic Division and Special Operations Division (SWAT, K9, bomb squad). The current
facility was originally an elementary school that was renovated in 1985. Office space, training
rooms, and secure storage for specialty equipment is inadequate and space is required to
support the 24/7 operations. This project was approved as part of the 2015 Public Safety Bond
Referendum and is currently in the construction phase.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 102
21. Public Safety Temporary Facilities (Sully District): $2,000,000 will support buildout costs
associated with a temporary lease site for the Criminal Justice Academy (CJA). This new lease
will provide classroom and office space for the employees at the CJA while the new Academy
building is being constructed. The current facility provides training for 2,300 annual recruits and
incumbents from the Fairfax County Police Department, the Fairfax County Office of the Sheriff,
and the Town of Vienna Police Department. The building systems at the current facility are well
beyond their useful life expectancy and are not expected to last until the new facility is complete.
Operations at the CJA are critical for the training missions of these public safety agencies and
in the event of a prolonged system failure, the Academy cannot risk limiting class sizes or
delaying recruitment schools. This lease will allow for operations to continue and avoid an
emergency exit from the existing facility should a catastrophic system failure occur.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 103
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1 Feasibility Studies G $591 $0 $591
2G25-103-000
Fire and Rescue
2
Fairview Fire Station - 2018 B $12,800 $8,000 $1,100 $200 $9,300 $22,100
FS-000053
3
Fort Buffalo Fire Station - 2018
(formerly Seven Corners)
B$15,700 $250 $250 $15,950
FS-000056
4
Fox Mill Fire Station - 2024 B $300 $1,000 $1,200 $10,500 $10,500 $1,500 $24,700 $25,000
FS-000132
5
Gunston Fire Station - 2018 B $8,400 $7,700 $4,000 $600 $12,300 $20,700
FS-000054
6
Mount Vernon Fire Station - 2018 B $1,405 $4,000 $8,500 $2,095 $14,595 $16,000
FS-000055
7
Oakton Fire Station - 2024 B $100 $600 $600 $2,000 $2,000 $700 $5,900 $6,000
FS-000133
8
Penn Daw Fire Station - 2015 B $4,300 $600 $2,000 $2,600 $6,900
FS-000015
9
Traffic Light Preemptive Devices G, X $3,286 $0 $3,286
PS-000008
10
Traffic Light Preemptive
Maintenance
X$22 $0 $22
2G92-013-000
11
Tysons Fire Station - 2024 B, X $1,417 $11,200 $10,100 $3,700 $25,000 $26,417
FS-000042
12
USAR Site Remediation G$850 $0 $850
FS-000124
13
Volunteer Fire Station - 2018 (West
Annandale)
B$3,800 $5,200 $7,500 $7,000 $19,700 $23,500
FS-000057
($000's)
Public Safety
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 104
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Public Safety
Project Cost Summaries
Police
14
Criminal Justice Academy - 2018 &
2024
B$809 $1,813 $4,210 $35,750 $36,341 $8,607 $86,721 $470 $88,000
OP-000007
15
Emergency Vehicle Operations and
K9 Center - 2015
B$3,600 $0 $3,600
PS-000012
16
Franconia Police Station - 2015 B $25,000 $7,750 $250 $250 $250 $8,500 $33,500
PS-000013
17
Mason Police Station - 2018 B $2,400 $14,000 $14,000 $2,600 $30,600 $33,000
PS-000026
18
Mount Vernon Colocation
Opportunities (including Mount
Vernon Police Station)
X$0 $62,000 $62,000 $62,000
TBD
19
Police Evidence Storage Annex -
2018
B$11,000 $3,000 $2,000 $2,000 $7,000 $18,000
OP-000008
20
Police Tactical Operations - 2015 B $33,750 $3,750 $3,750 $37,500
PS-000011
21
Public Safety Temporary Facilities G $2,000 $0 $2,000
2G08-022-000
Total $131,530 $68,863 $55,460 $128,695 $49,091 $10,807 $312,916 $470 $444,916
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 105
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 106
(Picture)
To support the Board of Supervisors’ Environmental Agenda
through annual environmental improvement projects.
To support the Board of Supervisors’ Operational Energy
Strategy and reduce energy use by 20 percent by 2029.
To support Environmental Sustainability Strategies for capital
projects.
To provide County vehicle maintenance facilities that are
located on adequate and appropriate sites.
To provide improvements and redevelopment at County
owned facilities.
To provide for a planned series of infrastructure replacement
and upgrades that will maximize the useful life of County
facilities.
To modify County facilities and environmental control
systems to increase energy utilization efficiency.
To provide emergency repairs to County facilities and correct
potential safety or structural hazards.
To continue to provide a modern network of effective,
relevant, and efficient library services that are convenient and
accessible for the changing population of Fairfax County.
To locate library facilities to provide service to the greatest
number of persons within designated service areas, and
provide high visibility, safe and easy access, and ample size
for the building, parking areas, landscaping, and future
expansion.
To continually evaluate patron needs and usage, providing a
basis for responsible library management decisions in the
public interest.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 107
This section Includes environmental and energy strategy projects and describes the on-going
Sustainability Policy for buildings.
Fairfax County's Comprehensive Plan, Public Facilities (Objective 6), Environment (Objectives 1-
13), and Parks and Recreation Policy Plan Elements (Objectives 1-6) include environmental and
energy objectives.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024;
Environment, Amended through 6-28-2022; Parks and Recreation, Amended through 3-4-2024
The Fairfax County Board of Supervisors has set the framework for the County’s environmental
initiatives through its vision, goals, policies, and ordinances. Two key principles direct the vision: the
conservation of limited natural resources and a commitment to providing the resources needed to
protect the environment. The vision is connected to how the County provides services and focuses
on seven core service areas: Land Use, Transportation, Water, Waste Management, Parks and
Ecological Resources, Climate and Energy, and Environmental Stewardship.
County agencies regularly collaborate and coordinate on environmental initiatives. The Office of
Environmental and Energy Coordination (OEEC) leads the County’s cross-organizational
development and implementation of environmental and energy policies, goals, programs, and
projects. The OEEC and other agencies also coordinate closely with the county’s Environmental
Quality Advisory Council (EQAC), which is an independent, board-appointed advisory committee.
EQAC is tasked with reporting the state of the environment in Fairfax County and in recommending
policy and programmatic actions to the Board of Supervisors in support of the environment.
In July 2021, the Board of Supervisors adopted the goal to be energy carbon neutral by 2040 through
a Carbon Neutral Counties Declaration. To support this goal, the Board also adopted an update to
its Operational Energy Strategy (OES). The 2021 OES includes accelerated goals and targets across
the following 11 focus areas to meet the carbon neutral goal: Greenhouse Gas Emissions
Reductions, Energy Use and Efficiency, Water Use and Efficiency, Green Buildings, Renewables,
Fleet Electrification, Goods and Services, Waste Management and Recycling, Awareness and
Engagement, Utility Cost Management, and Reporting and Collaboration. The OES promotes cost-
effective solutions and an energy-conscious culture for government agencies and employees. The
resulting reductions in energy use will help reduce greenhouse gas emissions, mitigate escalating
energy costs, and promote a more sustainable future for Fairfax County.
The OES is designed to reduce emissions across all major emitting sectors. The County is working
to decrease energy use in County buildings by as much as 50 percent by 2040 and to produce 50
percent of electricity from renewable energy sources by 2040, compared to FY 2018 baselines. With
respect to transportation, the OES includes fleet electrification targets for vehicles and buses, with
both fleets to be powered by electricity or a non-carbon emitting alternative by 2035. Another highlight
from the OES includes a target in the Waste Management and Recycling focus area to be Zero
Waste by 2030.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 108
In February 2008, the Board of Supervisors adopted the County’s Sustainable Development Policy
for capital facilities projects. This policy established Leadership in Energy and Environmental Design
(LEED®) as the standard for projects and established the LEED Silver certification level as the goal
for projects over 10,000 square feet in size. Since then, 43 County buildings have been completed
under the sustainable development policy, with one building receiving the Platinum certification, and
18 buildings certified as LEED Gold buildings.
In September 2020, the Board adopted an updated policy which increased the minimum LEED
certification target from Silver to Gold, provided for incremental energy performance improvements
and reductions in greenhouse gas (GHG) emissions, and a target of achieving Net Zero Energy
(NZE) eligibility by no later than 2030.
In July 2021, following its adoption of the Carbon Neutral Counties Declaration, the Board further
strengthened its green building policy as part of its adoption of the 2021 OES. The 2021 policy retains
the requirement of LEED Gold, but replaces the minimum energy performance improvement criteria
and multi-year transition to NZE with a NZE standard for new construction and major renovations
and provisions regarding building electrification.
The green building policy reiterates the commitment to an ongoing program for monitoring and
analysis of actual building energy performance data; identifying existing buildings as priority
candidates for systems recommissioning; recommissioning of priority buildings with initial focus on
buildings previously certified by LEED; and for more proactive management of building systems and
controls. This commitment helps ensure that new and renovated buildings or facilities perform as
intended, designed, and constructed.
LEED provides a holistic approach to sustainability. Some of the key benefits of LEED include:
• Financial: Lower operating costs, lower life cycle costs, and increased building value.
• Environmental: Greenhouse gas emission reductions, energy and water savings, waste
diversion from landfill, conservation of natural resources, air and water quality improvement,
biodiversity, and ecosystem protection.
• Social/Cognitive: Increased cognitive function, focused and applied activity level, crisis
response, increased user productivity and satisfaction, public relations, and community benefits.
In addition, the County tracks infrastructure projects under the Envision Rating System for
sustainable practices. The Huntington Levee project received Bronze Certification and the
Disinfection System Replacement project received Gold Certification under Envision. County
garages follow the Parksmart Sustainability Rating System.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 109
Early in the design phase, the County explores cost-effective opportunities to reduce energy
consumption and greenhouse gas emissions in four holistic interconnected elements: Energy
Demand, Energy Efficiency, Renewable Energy, and Ongoing Energy Performance.
• Energy Demand: County strategies that are utilized to reduce the building’s energy demand
include the following:
o Set targets to establish building performance indicators;
o Ensure the building serves its function and reduces unproductive energy demand;
o Orient the building to reduce the building envelope losses and gains, utilize natural
ventilation, solar, and daylighting;
o Design buildings with a well-designed envelope assembly that reduces heating or cooling
losses through the thermal envelope, thereby
reducing energy demand. Furthermore, the
building envelope performance for some projects
may include Envelope Commissioning which
verifies that the performance meets the design
requirements; and
o Ensure buildings are provided with advanced
energy metering via the building automation and
energy management system(s) to capture real-time
performance data.
• Energy Efficiency: The efforts to reduce building energy demand provide the foundation for
energy efficiency within the supporting systems and end users. County strategies to achieve
energy efficiency improvements include the following:
o During the design, decisions are made to invest in energy efficient technologies. To date,
such systems have been implemented in County buildings as follows: Variable Air Volume
(VAV) HVAC Systems with Control Strategies, Variable Refrigerant Flow (VRF) HVAC
Systems, Energy Recovery Systems, Indoor and Outdoor LED Lighting systems, and
Lighting controls (systems that actively track building occupancy lighting needs and harvest
nature daylighting to reduce lighting fixture demand and energy consumption via sensors
and can communicate to central lighting controls);
o All appliances are specified as Energy Star Certified;
o Energy Modeling software is used during the design to determine and prioritize energy
efficiency measures and system types; and
o Commissioning and/or Enhanced Commissioning is a project requirement which provides
an independent authority to verify the operation of all systems meets the design, installation
requirements, and future operation. Infrastructure for Electric Vehicle (EV) Charging
Stations is being phased into the building design which will provide stations for building
occupants and visitors;
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 110
o To maintain all efforts made during design and construction, it is critical to be mindful of the
post occupancy activities that maintain energy performance targets;
o Continue to confirm the building is performing as designed or to support future occupancy
changes by the end user;
o Personnel are trained properly on new building system technologies; and
o Promote energy efficient strategies with occupants.
• Renewable Energy: Efforts to reduce demand and increase efficiency to meet the building’s
energy needs.
o All projects are analyzed early in the design process to determine the feasibility of solar
photovoltaic systems and infrastructure can be supported in the design; and
o The County has awarded contracts to vendors for solar PPA services and is working with
the vendors on the implementation and O&M phases;
Water Conservation
The conservation and creative reuse of water are important in addressing overall water use reduction
in buildings and on sites. The following strategies are evaluated early in the design process:
• Fixtures, such as showerheads, toilets, and faucets, are specified as low flow since they utilize
low gallons per minute of water. The low flow requirement has been incorporated in the design
guidelines for all current and future projects.
• Storage tanks or cisterns can hold rainwater that can be utilized for non-potable uses, such as
irrigation. The feasibility of incorporating a rainwater harvesting system is evaluated during the
design of new construction projects.
• Strategies to reuse wastewater for non-potable uses will be evaluated for new construction
projects that are in early design.
• New construction projects are designed to follow the County’s natural landscaping policy, with
a goal to minimize resource consumption, reduce stormwater runoff, increase the habitat value
of the site, and increase soil and plant health.
• The use of natural landscaping and native species reduces
the need for irrigation, thereby reducing outdoor water usage.
Exterior hose bibs are provided at strategic places around the
building in lieu of an automatic irrigation system, in all new
construction projects.
• An early feasibility study of the use of green roofs is included
in each project scope. Green roofs minimize heating and air
conditioning costs, in addition to reducing stormwater runoff.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 111
Sustainable Sites
Focusing on sustainable strategies is key to maintaining the environment surrounding the building,
vital relationships among buildings and ecosystems, restoring project site elements, integrating the
site with local and regional ecosystems, and preserving the biodiversity that natural systems rely on.
• Reducing the parking footprint can minimize the environmental harms associated with
impervious areas, including automobile dependence, land consumption and rainwater runoff.
Location and available alternate transportation options are evaluated for each project site during
design. Potential reductions in parking requirements are developed based on user needs.
• Green Infrastructure and Low Impact Development (LID) reduce rainwater runoff volume and
improve water quality by replicating the natural hydrology and water balance of the site.
Approaches and techniques for LID involve minimizing disturbed areas on the site, limiting the
amount of impervious cover on the site and infiltrating, filtering, storing, evaporating, or detaining
rainwater runoff at or close to its source. Strategies for stormwater management including
bioswales, dry ponds and infiltration trenches, and going above and beyond minimum code
requirements, are analyzed early in the design process.
Indoor Environmental Quality
Green buildings with good indoor environmental quality promote the health and comfort of building
occupants. High quality indoor environments also enhance productivity, decrease absenteeism, and
increase the building value.
• Design guidelines for all projects require use of products that have low volatile organic
compounds.
• Green cleaning products and procedures are practiced, minimizing negative impact, and
protecting the health of employees.
• All new projects strive to optimize natural daylighting strategies to enhance the indoor lighting
quality.
Materials, Resources and Waste Management
Sustainably produced materials, waste reduction, and reuse and recycling strategies help in
minimizing embodied energy impacts associated with the extraction, processing, transport,
maintenance, and disposal of building materials. Project requirements emphasize the use of locally
produced materials and staff must develop and implement a construction and demolition waste
management plan with a goal to reduce waste disposed in landfills and incineration facilities by
recovering, reusing, and recycling materials.
Innovation in Design
Other sustainable strategies employed on projects include options, such as bird friendly design,
involving articulation of facades, and a combination of opaque and transparent materials to reduce
bird collisions.
The County’s green building policy is intended to reduce the consumption of non-renewable
resources, reduce greenhouse gas emissions, minimize waste, and foster healthy, productive
environments. Some examples of recently completed CIP projects include:
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 112
Lorton Community Center/Library: With the addition of solar panels, the project is on track
to achieve LEED Gold certification. The new multi-generational facility collocated with the Lorton
Community Park includes a Senior Center, Community Center, Non-Profit Food Pantry, and
Library. The building includes energy efficient systems, water reducing plumbing fixtures, an
optimized building envelope, electric vehicle charging stations; and is designed for the
installation of rooftop solar panels. The
clerestory windows along the main
corridor provide abundant natural light
into the interior spaces, that along with
the systems and materials used in the
facility, not only reduce energy
consumption but also provide healthy
indoor air quality and occupant
comfort. Important tree protection
measures and preservation of the existing trees surrounding the site was an important
sustainability goal. Critically important was the preservation of the approximately 200-year-old
White Oak tree that is one of the most significant trees in the County.
Woodlawn Fire Station: This project is on track to achieve LEED Platinum certification. This
new state-of-the-art emergency readiness and response facility includes a photovoltaic system
which delivers on-site power generation. Other sustainable design strategies include LED
lighting with occupancy sensors and daylight harvesting sensors to take advantage of natural
light, use of recycled materials and
regionally sourced materials, low VOC
interior finishes and furnishings to
improve interior air quality, low flow
plumbing fixtures and native landscaping
to ensure water efficiency, and the use of
energy efficient appliances and
equipment throughout the building. The
construction phase of the project included
a waste management plan that recycled
177.6 tons of construction waste.
Monument Garage and Transit Center: This project is part of the VDOT “Transform I-66
Outside the Beltway”, initiative and is on track to achieve the County’s first
“Park Smart” certification. This new facility features 820 parking spaces and a
transit center with 8 bus bays. The parking garage is a pre-cast structure using
durable, low-maintenance materials, and includes energy-efficient systems,
low-flow plumbing fixtures, electric vehicle charging stations, and rooftop solar
panels as well as LED lighting, controlled by occupancy sensors, photo
detectors, and time clocks, reducing energy consumption and maintenance.
On-site waste is managed by solar-powered compacting waste stations. The
construction phase of the project included a waste management plan that
recycled 86 percent of construction waste.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 113
The community facing programs included in the Environmental and Energy Program, particularly the
Climate Action Implementation projects, are guided by the One Fairfax policy. The design and
implementation of these initiatives strive to reflect the diverse needs of the community and reduce
disparities within vulnerable and historically underserved populations. Charge Up Fairfax and the
Energy Conservation Assistance Program (ECAP) include equity in the selection process and
provide additional cost-share reimbursement funds for HOA’s, places of worship and nonprofit
organizations located in communities having high or very high vulnerability scores based on the One
Fairfax Vulnerability Index. For example, Charge Up Fairfax assists community associations to
overcome the technical and financial barriers associated with installing Electric Vehicle Charging
Stations. Charge Up Fairfax provides up to $10,000 to participants in equity-designated areas. The
ECAP provides a cost share reimbursement program for energy efficiency, renewable energy and
resilience upgrades. Participants located in designated equity areas pay less of the cost share (25
percent instead of 50 percent) for energy efficiency and renewable projects.
As part of the planning process for the Resilient Fairfax Program, a vulnerability and risk assessment
(VRA) index tool was used to analyze the exposure to climate hazards such as extreme heat and
flooding on vulnerable communities. This assessment helps guide the prioritization and
implementation of program strategies. For example, an older manufactured home community located
along the Richmond Highway corridor is a community that is vulnerable to both extreme heat and
flooding. To provide relief from an ongoing heat wave, OEEC worked with multiple County agencies
as well as nonprofit partners including Faith Alliance for Climate Solutions, Rebuilding Together,
Tenants and Workers United, and United Community to install air conditioning units. The units were
donated and were installed by Rebuilding Together. This pilot program is identifying additional gaps
and opportunities to improve cooling assistance services through existing programs and community
partnerships.
Finally, the use of the Plastic Bag Tax revenue received annually supports environmental clean-up,
education programs designed to reduce environmental waste, mitigation of pollution and litter, and
the provision of reusable bags to recipients of certain federal food support programs. In addition,
Operation Stream Shield is a program supported by plastic bag tax revenues which provides
individuals experiencing homelessness the opportunity to remove litter from streams and trails in
return for a nominal stipend and workforce skills. This program addresses the need for litter cleanup
across the County, improves water quality, and achieves pollution reduction goals of the Municipal
Separate Storm Sewer System (MS4) Permit Program, while working with an underserved and
vulnerable population by temporary financial support and providing job training and placement. Many
of the projects highlighted below also support the One Fairfax Initiative.
1. Annandale Urban Park (Mason District): $421,250 was approved for a new urban green
space in an underutilized portion of County property in central Annandale, located in the
Annandale Commercial Revitalization District. The development of this green space is the result
of significant community and inter-departmental collaboration, and will promote numerous
objectives, including addressing the disproportionate impacts of heat island effect through
enhancements of a local green space into a more environmentally sustainable and usable
community asset. Enhancements include a civic plaza, a multi-functional and flexible lawn area,
a children’s educational garden, native landscaping, a reduction in impervious surface and
stormwater improvements, and a network of accessible paths that will connect residential
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 114
neighborhoods and the commercial core of central Annandale. The goals and objectives of this
urban green space strongly align with numerous County priorities, including the Environmental
Vision, the policies of One Fairfax, and the long-range development vision for Annandale.
Further, this initiative positively addresses County priorities related to stormwater management,
tree canopy coverage, and climate resilience.
2. CECAP (Countywide): $2,413,362 has been approved to date, to support the development of
the Community-Wide Energy and Climate Action Plan (CECAP). This funding has provided for
consulting services for technical analysis and plan development as well as outreach materials.
The consulting services supported community outreach and engagement, including the
facilitation of meetings and development of an interactive, online web presence. The community-
wide greenhouse gas inventory was updated, climate mitigation actions tied to inventory and
community priorities were developed, and a long-form technical report, summary documents
and online resources were produced.
3. Climate Action Implementation (Countywide): $4,217,280 will support the implementation of
the County’s Climate Action Plan. This is a comprehensive initiative that focuses on the following
programs: Charge Up Fairfax, Climate Champions, Carbon-Free Fairfax, Green Business
Partners, HomeWise Residential Energy Audits and Retrofits, Resilient Fairfax, and the Tree
Canopy Program. Charge Up Fairfax will facilitate at-home electric vehicle charging by residents
of multifamily residential communities, particularly homeowners associations and condominium
associations. Climate Champions is designed to bolster climate action initiatives among local
organizations, businesses and individuals and to develop, market, and implement community-
led best practices and programs to support Community-wide Energy and Climate Action Plan
(CECAP) goals and targets. Carbon-Free Fairfax is an overarching public education and
outreach component of CECAP and includes developing web content, social media posts, and
other resources for residents to help them take climate action. The Green Business Partners
Program aims to partner with the business community to achieve CECAP goals. The HomeWise
program educates and enables County residents to make physical improvements in their homes
to reduce their energy use, water use, and associated costs. Resilient Fairfax is a plan and
program to help Fairfax County adapt and become more resilient to changing climate-related
conditions, such as extreme heat, severe storms, and flooding. The Tree Canopy Program will
facilitate partnerships with homeowners, condominium associations, and nonprofit organizations
to promote tree plantings and maintenance of native plants. FY 2026 funding of $642,280 has
been included for Climate Action Implementation initiatives.
4. Composting Program (Countywide): $104,600 was approved to support two composting
projects. One project supports a Composting Pilot Program at Fairfax County government
offices, managed by an employee volunteer group. A second project supports a pilot composting
program developed by DPWES’s Solid Waste Management Program (SWMP). SWMP has
implemented a pilot drop-off program for residential food scraps, with initial drop-off locations
near the existing residential recycling drop-off centers at the I-66 Transfer Station and the I-95
Landfill Complex and at five farmer’s markets in the County. SWMP efforts to educate residents
about the program include the creation and distribution of fact sheets, the development of an
instructional video, and community presentations.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 115
5. Energy Contracts (ESCO) (Countywide): $21,813,823 has been approved to support ESCO
contracts at select County facilities. ESCOs offer comprehensive energy saving solutions by
performing building assessments, identifying energy saving upgrades, estimating potential
savings, implementing the upgrades, and verifying the savings.
6. Energy Contracts (ESCO) – Parks (Countywide): $3,050,000 has been approved to support
continued building energy improvements at Park Authority facilities. The Park Authority has
identified several potential energy retrofit projects including Building Automation System (BAS)
integration of air handling units; HVAC controls and lighting upgrades; specialty recreation
lighting upgrades; and pumphouse and bathroom control upgrades for improved energy
efficiency.
7. EV Stations (Countywide): $7,924,192 has been approved to date to support the transition
from gasoline-powered passenger vehicles to hybrid-electric and electric vehicles (EVs), which
require both the purchase of EVs and the deployment of EV charging infrastructure. Consistent
with the Board’s policy and strategic direction, the County awarded a contract for the purchase
of Level II commercial electric vehicle charging stations (EVCS) and software that allows the
Department of Vehicle Services to manage usage, set rates, receive payment, bill fleet drivers
for electricity usage, and run sustainability reports.
8. FMD Retrofits (Countywide): $10,489,492 has been approved to date to support cost-
effective, energy-efficient, innovative technologies at County facilities. A reduction in energy
use will help mitigate escalating energy costs and promote a “greener” future. Some of the
projects identified to date include replacing incandescent or fluorescent lighting with LED
lighting, reducing water use at County facilities, installing solar panels at County facilities, and
optimizing resource conservation by increasing recycling rates. All of these projects are
designed to reduce greenhouse gas emissions, lower utility bills for County buildings, and
promote an energy-conscious culture within the County’s workplace.
9. HomeWise Outreach Program (Countywide): $918,955 has been approved to date for the
HomeWise energy education and outreach program. HomeWise was created to educate,
empower, and enable low- and moderate-income residents to lower their utility bills by reducing
their energy and water use. The program emphasizes relationship-building between qualified
volunteers and specific communities in the County where energy-efficiency improvements and
changes to daily behaviors are likely to have the greatest impact.
10. Latino Conservation Week Support (Countywide): $11,500 has been approved for the Latino
Conservation Week (LCW). LCW began in 2014 as a campaign to support the Latino community
in exploring the environment and participating in natural resource protection. Funding will
support community engagement and improvement opportunities as well as conservation-based
work experience in the Latino community.
11. LED Streetlights (Countywide): $9,020,000 has been approved to support the five-year LED
streetlight conversion plan. The goal of the plan is to convert more than 56,000 existing mercury
vapor, high pressure sodium, and metal halide fixtures to Light Emitting Diodes (LED)
streetlights. The cost of the conversion plan is expected to be partially offset by projected
savings in utility costs. In addition, conversion of these streetlights will remove 32.4 million
pounds of carbon dioxide equivalent emissions annually. Finally, conversion will result in
reduced maintenance costs given the longer life of LED lighting, result in higher quality lighting,
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 116
and allow for dimming and automated outage reporting once smart technologies are
implemented.
12. Natural Landscaping (Countywide): $198,000 will provide for a multi-phase, multi-year natural
landscaping demonstration project that reimagines the Government Center grounds while
creating inviting, comfortable, and aesthetically pleasing outdoor spaces with ample shade and
a unifying plant palette.
13. Parks Battery Leaf Blowers (Countywide): $323,112 has been approved to date for the
replacement of gas-powered Park equipment with more environmentally friendly electric
equipment. The Park Authority will purchase 55 battery-operated backpack leaf blowers for use
by staff at its six geographical maintenance area workgroups. These workgroups are
responsible for the upkeep of the Park Authority’s 23,869 acres of property, including
approximately 8,000 acres of developed and actively maintained recreation areas and facilities.
Other electric equipment will also be purchased for use by staff at these maintenance area shops
and at other Park facilities.
14. Parks Bike to Parks (Countywide): $134,940 provides for the “Bike to Parks” program. This
program provides for the installation of bike racks in recreational areas, promoting biking as a
safe and reliable transportation choice for recreational destinations. The Park Authority will add
60 bike racks in approximately 15 parks and Rec Centers that are near Countywide trails in two
high density revitalization areas, Annandale, and Richmond Highway. In addition to the bike rack
installations, this project will include public outreach and target improvements, such as adding
bike lanes and connections at appropriate locations and adding signage and wayfinding systems
from regional trails to the bicycle parking locations at park entrances.
15. Parks Bottle Filling Stations (Countywide): $97,290 has been approved to upgrade 38 water
fountains at over 25 Park Authority locations. The upgrades will address several issues including
false sensor activation and the need for bottle filling for the public. Upgrading the water fountains
will conserve both water and the electricity used to operate the stations. The installation of bottle
filling stations encourages the use of reusable water bottles, thereby reducing the amount of
waste associated with single-use plastic water bottles at park sites. Additionally, with their
downward-facing nozzles, the bottle filling stations reduce the potential for contaminants in the
water stream.
16. Parks Conservation and Education (Countywide): This is a continuing project to provide for
conservation and education initiatives through the Park Authority. In FY 2026, an amount of
$16,000 is included to provide inclusive and equitable conservation programs in partnership with
the Northern Virginia Soil and Water Conservation District (NVSWCD). The Program will focus
on environmental and conservation-based programming for historically underrepresented and
underserved communities, as identified using the County’s Vulnerability Index. Planned
programming includes outdoor recreation opportunities in County parks, educational
experiences for adults and youths to increase outreach on environmental issues, career
exposure opportunities for young adults, and improvements to conservation outreach materials,
such as increased signage and the provision of translation services at events.
17. Parks Dark Skies Education (Countywide): $6,200 has been approved to launch a “Dark
Skies” education campaign with the main goal of increasing awareness of light pollution and
encouraging value-centered lighting practices by residents.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 117
18. Parks Historic House Energy Improvements (Countywide): $127,500 will provide for
efficiency improvements at selected vacant historic houses maintained by Parks. These historic
houses are among the 30 properties being considered for the Resident Curator Program. Under
this program, a resident curator assumes responsibility for building rehabilitation in exchange
for the right to occupy the property. HVAC inefficiencies and building envelope issues in these
houses lead to excessive utility bills and increased maintenance needs while the houses remain
unoccupied; they also discourage potential curators from program participation. Making energy
improvements in these houses prior to inclusion in the Resident Curator Program addresses
both issues. Energy improvements include adding insulation to crawlspaces and attics, adding
weather-stripping and interior storm windows, and upgrading HVAC systems and controls.
19. Parks Invasive Management Area Program (Countywide): This is a continuing program
managed by the Park Authority to provide for the removal of invasive plants from park properties.
The program is volunteer supported and helps to restore hundreds of acres of important natural
areas and protect tree canopies. Approximately 22,000 trained volunteers have contributed
between 67,000 and 80,000 hours of service annually since the program’s inception in 2005,
improving over 1,000 acres of parkland. These activities ensure ecological integrity of natural
areas and prevent further degradation of their native communities. Funding of $466,355 has
been included in FY 2026 for this program.
20. Parks Magnolia Bog Restoration (Mason District): $86,000 has been approved to support
1.25 acres of wetland restoration at Green Springs Garden, specifically the restoration of a
magnolia bog. This type of bog is a rare geologic feature known to occur only in Virginia,
Maryland, and the District of Columbia. The magnolia bog at Green Springs Garden is one of
only 11 known occurrences in Virginia, making its restoration and preservation of particular
significance. The bog is located adjacent to a pedestrian trail at Green Springs Garden, offering
unique, interpretative, and educational opportunities for visitors. Restoration activities will
include the design and installation of a rock structure to stabilize soil and protect the bog’s
hydrologic integrity, as well as the removal of non-native invasive plants and installation of native
plants. Project partners will include Friends of Green Springs, Earth Sangha, and the Virginia
Native Plant Society.
21. Parks Meadow Restorations (Countywide): $517,827 supports the restoration of meadows
throughout the County. The restorations establish native plant diversity and provide support to
pollinators and native birds by removing non-native invasive plants and improving habitat.
22. Parks Retrofits (Countywide): $2,526,675 has been approved to date to support the Board of
Supervisor’s Operational Energy Strategy by implementing cost-effective, energy-efficient,
innovative technologies at park facilities.
23. Parks Sully Woodlands Center (Sully District): $250,000 has been approved to support
energy efficiency and renewable energy systems at the Sully Woodlands Stewardship Education
Center. The Stewardship Education Center will be an indoor/outdoor, state-of-the-art interpretive
center, providing educational and visitor services in environmental stewardship, natural, and
cultural resource management activities, and land management of the Sully Woodlands region.
A major goal of the program is to achieve net positive energy usage, meaning the facility must
produce more energy than it uses. The building will be used as a demonstration tool educating
the public about sustainable features used on the facility that could also be used at their homes.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 118
24. Parks Watch the Green Grow (Countywide): $208,500 will support the Watch the Green Grow
Program. This is an outreach and education program with the overarching goal of creating
buffers surrounding natural areas by encouraging green behaviors on private property. The
outcome will include a web map “snapshot” of stewardship activities of an informed citizenry that
actively and voluntarily engages in behaviors that protect and enhance Fairfax County’s natural
areas and wildlife corridors. This project is designed as a public education project to increase
residents’ awareness of the value of public green spaces (especially wildlife corridors) and lead
them to adopt small, but important, stewardship behaviors that will help buffer these areas from
urbanization stressors like invasive plants. FY 2026 funding of $43,500 has been included for
this program.
25. Parks Water Chestnut Control (Countywide): $468,292 will support the water chestnut control
program. This is a multi-year program to fund a water chestnut early detection rapid response
control program. This program is intended to suppress the spread and reduce the fruiting of an
invasive species commonly known as water chestnut. This plant grows in dense, unsightly mats
and impacts the functionality and aesthetics of ponds, including stormwater facilities. In addition,
its large seeds can cause painful injuries to people and animals walking in the water near the
shore. Funding will support engagement efforts with private pond owners and operators and
the suppression of water chestnut plants at up to 30 infested ponds on property owned by the
Park Authority, Homeowners Associations, or places of worship. FY 2026 funding of $131,865
has been included for this multi-year program.
26. Plastic Bag Tax Projects (Countywide): $6,892,994 in plastic bag tax revenues has been
received and appropriated for use through the FY 2025 Third Quarter Review. On September
14, 2021, the Board of Supervisors adopted an ordinance to enact a $0.05 tax, effective January
1, 2022, on disposable plastic bags provided by grocery stores, convenience stores, and
drugstores. VA Code Sec. 58.1-1745.B dictates that revenues from the plastic bag tax program
are to be appropriated for environmental clean-up, education programs designed to reduce
environmental waste, mitigation of pollution and litter, and the provision of reusable bags to
recipients of certain federal food support programs.
27. Renewable Energy Initiatives (Countywide): $3,400,000 has been approved to support the
County’s renewable energy strategies as outlined in the Operational Energy Strategy (OES).
This funding will allow for solar and/or renewable energy installations at several sites.
28. Reserve for Carbon Neutral Operations (Countywide): $1,850,000 has been approved to
begin to implement the Carbon Neutral Counties Declaration and associated initiatives. Adopted
in July 2021, the Declaration commits Fairfax County to energy carbon neutrality by 2040. The
Carbon Neutral Counties Declaration, 2021 Operational Energy Strategy and Zero Waste Plan
reflect recommendations developed by the Joint Environmental Task Force (JET), which was a
joint initiative between Fairfax County Government and Fairfax County Public Schools to identify
areas of collaboration to advance County and school efforts in energy efficiency and
environmental sustainability.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 119
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031-
FY 2035
Total
1
Annandale Urban Park G $421 $0 $421
PR-000149
2
CECAP G $2,413 $0 $2,413
2G02-033-000
3
Climate Action Implementation G $3,575 $642 $834 $834 $834 $834 $3,978 $7,553
2G02-042-000
4
Composting Program G $105 $0 $105
2G02-027-000
5
Energy Contracts (ESCO) G $21,814 $0 $21,814
2G02-035-000
6
Energy Contracts (ESCO) - Parks G $3,050 $0 $3,050
2G51-057-000
7
EV Stations G $7,924 $0 $7,924
GF-000063
8
FMD Retrofits G $10,489 $0 $10,489
GF-000064
9
HomeWise Outreach Program G $919 $0 $919
GF-000057
10
Latino Conservation Week Support G $12 $0 $12
2G51-050-000
11
LED Streetlights G $9,020 $0 $9,020
GF-000065
12
Natural Landscaping G $198 $0 $198
GF-000058
13
Parks Battery Leaf Blowers G $323 $0 $323
PR-000158
14
Parks Bike to Parks G $135 $0 $135
PR-000140
15
Parks Bottle Filling Stations G $97 $0 $97
PR-000150
($000's)
Environmental and Energy Programs
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 120
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031-
FY 2035
Total
($000's)
Environmental and Energy Programs
Project Cost Summaries
16
Parks Conservation and Education G C$16 $16 $16
2G51-062-000
17
Parks Dark Skies Education G $6 $0 $6
2G51-049-000
18
Parks Historic House Energy
Improvements
G$128 $0 $128
PR-000128
19
Parks Invasive Management Area
Program
GC$466 $466 $466 $466 $466 $2,330 $2,330 $4,660
2G51-046-000
20
Parks Magnolia Bog Restoration G $86 $0 $86
PR-000130
21
Parks Meadow Restorations G $518 $0 $518
PR-000131
22
Parks Retrofits G $2,527 $0 $2,527
PR-000136
23
Parks Sully Woodlands Center G $250 $0 $250
PR-000139
24
Parks Watch the Green Grow G $165 $44 $44 $209
2G51-045-000
25
Parks Water Chestnut Control G $336 $132 $132 $468
2G51-048-000
26
Plastic Bag Tax Projects X $6,893 $0 $6,893
2G02-041-000
27
Renewable Energy Initiatives G $3,400 $0 $3,400
GF-000073
28
Reserve for Carbon Neutral
Operations
G$1,850 $0 $1,850
2G02-038-000
000
Total $76,654 $1,300 $1,300 $1,300 $1,300 $1,300 $6,500 $2,330 $85,484
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 121
This section includes renovations and expansions of existing facilities and redevelopment plans
throughout the County. This section also includes the County’s annual capital contribution to the
Northern Virginia Community College, payments associated with the purchase of the Salona
property, and other planning initiatives.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Economic Development element’s objectives 1, 2, and 5
as shown below :
• Locate new facilities where access is convenient for residents and the requirements to
provide the service or function are met.
• Plan, fund, construct and maintain facilities in accord with expected levels of service
objectives and fiscal limitations.
• Balance the provision of public facilities with growth and development.
• Consider the impact of public facilities on adjacent planned and existing land uses.
• Acquire sites which are appropriate for the facility's specific purpose. Apply acceptable
criteria when evaluating public facility sites.
• Design, retrofit and maintain public facilities and sites in an environmentally sensitive
manner.
• Prioritize the co-location and design of facilities to better meet consumer services and
provide the most efficient use of available land.
• Provide an environment where businesses flourish and jobs are created.
• Provide an environment for the highest quality system of education from pre-school through
12th grade and promote undergraduate and graduate level educational opportunities to
include continuing learning programs for adults.
• Provide a superior quality of life for county residents and business personnel.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024;
Economic Development, Amended through 3-4-2024
Government Facilities and Programs include the County’s annual capital contributions to the
Northern Virginia Community College, and commitment to the purchase of the Salona conservation
easement, as well as planning for several joint venture development projects. Major on-going
projects include the Judicial Annex, Laurel Hill, the original Mount Vernon High School site, and
redevelopment plans in North County.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 122
In addition, the Department of Vehicle Services (DVS) has four maintenance facilities and operates
54 County fuel sites: The Jermantown and West Ox facilities are located in the western part of the
County, and the Newington and Alban facilities are in the southeastern part. These facilities provide
timely, responsive, and efficient vehicle maintenance, repair, and road-side services at competitive
prices. Future projects may include a DVS maintenance facility in the north/northwestern part of the
County.
DVS works to support the Fairfax County Operational Energy Strategy and further the objectives of
the Board’s Environmental Vision by providing goals, targets, and actions in one focus area, electric
vehicles (EV). DVS has been designated as one of two lead agencies for EV purchases and
deployment and one of five partner agencies for EV infrastructure solutions. In general, the Vehicle
Replacement Program replaces vehicles with a like-type of vehicle. However, as more electric
vehicles are introduced to the market, a conventional gasoline-fueled County vehicle may be
replaced with an electric vehicle to meet the County’s desire for cleaner and more energy-efficient
vehicles. DVS coordinates with other departments to ensure EV charging infrastructure is available
to support the EV purchases. To date, DVS has installed 69 charging stations with 123 charging
ports.
Laurel Hill, once the location of the former District of Columbia Department of Corrections Facility,
was purchased by the County in 2002, and includes approximately 2,340 acres of land. Although
some land north and south of Silverbrook Road is developed with residential use, most of the Laurel
Hill area is under public ownership and is being developed with passive park, active recreation, public
safety uses, and adaptive reuse of historic structures and spaces with a mix of uses. In addition, land
has been developed with public facilities including public schools, and other public infrastructure
such as roadway widening and improvements, and a major greenway trail system.
Fairfax County and the Workhouse Arts Foundation continue to work collaboratively to evaluate and
implement initiatives to accelerate the adaptive reuse of the historic Workhouse with a mix of uses
that complement and enhance the vibrant arts center activities. In 2020, the Lucy Burns Museum
opened to the public marking another milestone in historic structure rehabilitation at the Workhouse
Campus. Renovation and adaptive reuse of other prison buildings to provide neighborhood-serving
retail, and office uses are underway at the site. The Fairfax County Park Authority also continues to
work with several interested user groups to plan, develop and utilize some of the large park areas in
Laurel Hill as well as provide capital funded improvements in accordance with the publicly adopted
Conceptual Development Plan.
Fairfax County’s One Fairfax equity policy supports the investment in capital assets that benefits
people and places that have limited access to opportunity. The County demonstrates its commitment
to racial and social equity by building community spaces and making policy decisions within an equity
framework. The projects below all support the operations of the County and the One Fairfax Initiative.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 123
1. CIP Feasibility Studies (Countywide): $4,500,000 has been allocated to begin to address the
need for CIP feasibility studies. This funding will help to better define colocation opportunities,
identify CIP project needs and costs and accelerate the pace of construction projects by
eliminating the need for conducting studies after voter approval. In general, studies are
conducted after voter approval of a bond project and can take an average of 6-8 months to
complete. More complex projects and colocation facility studies can take longer. It is anticipated
that some level of annual funding will be needed to continue the process in the future. CIP
feasibility funding was included in the Final Report and Recommendations developed and
approved by the Joint County Board/School Board CIP Committee. Funding of $2,000,000 has
been included for this program in FY 2026.
2. DPWES Snow Removal (Countywide): This is a continuing project that supports the
Maintenance and Stormwater Management Division within DPWES by providing annual funding
for emergency response operations and snow removal from all County owned and maintained
facilities. These facilities include fire stations, police stations, mass transit facilities, government
centers, libraries, health centers, and community centers. The program also provides
equipment, labor, and technical support to the Fire and Rescue Department, Police Department,
Health Department, and other agencies in response to other emergencies such as hazardous
material spills and demolition of unsafe structures. Funding of $786,080 has been included for
this program in FY 2026.
3. DPWES Transportation Maintenance (Countywide): This is a continuing project that supports
the Maintenance and Stormwater Management Division within DPWES by providing funding for
transportation operations maintenance. This division maintains transportation facilities such as
commuter rail stations, park-and-ride lots, bus transit stations, bus shelters, and roadway
segments that have not been accepted into the Virginia Department of Transportation (VDOT).
Other transportation operations maintenance services include maintaining public street name
signs and repairing trails, sidewalks, and pedestrian bridges, which are maintained to Americans
with Disabilities Act (ADA) standards. Funding of $1,200,000 has been included for this program
in FY 2026.
4. Facility Space Realignments (Countywide): $22,424,000 has been approved to date to
support space realignment and reconfiguration projects at the Government Center complex and
throughout the County. These projects are designed to maximize owned space and eliminate
leased space. Funding will provide the investment in the near term to explore opportunities to
create a sustainable model balancing service delivery requirements and resources into the
future. Resources will be provided to identify long-term solutions for space redesign and
reconfiguration of County owned space to increase operational efficiencies and sustainability,
including more efficiently utilizing the space in the Government Center, Pennino and Herrity
buildings. As part of this utilization effort, leases will be reviewed for elimination or reduction by
redesigning/reconfiguring County-owned space to accommodate operational requirements. The
allocation of County space will be reviewed to make it more equitable while exploring
opportunities for reorganizations and consolidations and short-term investments may be
required to provide the flexibility for longer term efficiencies and sustainability. Increased
teleworking has also provided an opportunity to reexamine space and realize more efficiencies.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 124
5. FMD Bamboo Mitigation (Countywide): This is a continuing project to support the treatment
of bamboo on County properties. Bamboo eradication requires removal of the bamboo and
follow up herbicidal applications to mitigate the spread. Successful eradication efforts can often
take up to three years to complete. This funding will target the eastern portion of the County
(Dranesville, Mason and Mount Vernon Districts) where the County manages a greater portion
of neighborhood connections and right-of-ways. As homeowners become aware of the potential
penalties that may be imposed for harboring bamboo, the County is receiving an increasing
number of calls from residents asking that the bamboo be removed from County property to
keep the invasive species from spreading. Funding of $100,000 has been included for this
program in FY 2026.
6. FMD Security Improvements (Countywide): $420,000 has been approved to assess and
complete design for the reconfiguration of Board of Supervisors offices. The assessment and
design efforts were requested as part of security concerns raised in a study by the Department
of Emergency Management and Security (DEMS). Funding will support the design of
reconfigurations for one reception desk area at each Board member’s office. This reception area
serves to greet the public entering the suite. Reconfiguring the reception desk to mitigate the
security concerns identified by DEMS may require changes to existing conditions including,
walls, doors, structural, electrical, lighting, HVAC, plumbing, fire alarm and suppression.
7. Illegal Sign Removal Program (Countywide): $450,308 has been approved to date to support
contract funding for the removal of signs in the right-of-way. In Virginia, the state-maintained
right-of-way includes property along a roadway, on either side and in the median. It must be kept
clear for motorist safety and to allow road crews room to work. Signs and advertisements are
prohibited within the limits of the highway and the proliferation of signs creates dangerous
hazards, as well as a negative effect on the appearance of highways. This removal program
was previously supported by the Office of the Sheriff’s Community Labor Force (CLF) which was
suspended in September 2022. This project is now supported as part of the Plastic Bag Tax
revenue projects in Fund 30015, Environmental and Energy Program.
8. Joint Venture Development (Countywide): $710,000 supports negotiations, development
agreements, valuation, due diligence work, studies, and staff time associated with projects that
are not yet funded, as well as design support, financial consultation, and real estate development
for the evaluation of joint venture/public private partnership project proposals. These projects
are highly complex and require a significant amount of concept planning prior to the project’s
acceptance and approval for financing.
9. Lake Anne Study – DPD (Hunter Mill District): $443,991 has been approved to support
studies associated with potential development for Lake Anne. The structural engineer’s survey
of Lake Anne Village Center is complete. Funding will provide for the visioning and master
planning efforts to support the long-term sustainable development planning for Lake Anne.
10. NOVA Community College Contribution (Countywide): $2,563,646 is included for Fairfax
County’s capital contribution to the Northern Virginia Community College (NVCC). FY 2026
funding is based on a rate of $2.25 per capita and represents no change from previous years.
This rate is applied to the population figure provided by the Weldon Cooper Center. In FY 2026,
the capital contribution will support the Early College and Workforce Education Programs and
Workforce Credential Exams. Funding for capital construction projects will continue using
balances that exist from previous year’s jurisdictional contributions.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 125
11. Original Mount Vernon High School Site Development (Mount Vernon District): This
project includes the redevelopment of the Original Mount Vernon High School site, and the
adjacent Park Authority site and facilities. The County solicited development proposals to
develop a Master Plan and evaluate development options serving a wide range of community
needs. The initial master planning effort was completed in 2019, and priority was placed on the
renovations and adaptive reuse of the historic high school facility. The balance of the site
redevelopment will be reviewed in the future in coordination with the Bus Rapid Transit project
on Richmond Highway.
12. Planning Initiatives (Countywide): $400,000 has been approved to date to support planning
initiatives that arise throughout the fiscal year. This funding will provide for consultant studies
associated with planning development projects and potential development opportunities.
13. Public Facilities in Tysons (Dranesville District): $3,875,520 has been allocated to public
facilities in the Tysons area. This funding is associated with the proceeds from the sale of Spring
Hill substation land parcels to Dominion Energy, as approved by the Board of Supervisors on
September 24, 2019.
14. Reston Town Center North (RTCN) Site Infrastructure (Hunter Mill District): This project is
in the planning stages and cost estimates will be developed for the design and construction of
the shared site infrastructure to support the facilities planned at the RTCN complex.
15. Salona Property Payment (Dranesville District): $329,418 is included in FY 2026 to support
the annual payment for the Salona property based on the Board of Supervisors’ approval of the
purchase of the conservation easement on September 26, 2005. The total cost of the property
is $18.2 million with payments scheduled through FY 2026.
16. Security Studies and Improvements (Countywide): $800,000 has been approved to support
security assessments and improvements at County facilities. Funding of $500,000 was provided
to upgrade the security features for the nine members of the Board of Supervisors offices which
are located throughout the County. An additional $300,000 was provided to perform an
assessment of Security Access and Control Systems throughout the County.
17. Workhouse Campus Improvements (Mount Vernon District): $12,400,000 has been
approved for improvements at the Workhouse Campus. The master plan to explore the adaptive
reuse potential for the remaining vacant campus buildings and redevelopment opportunities for
the overall site was completed in the summer of 2023. The vision for the 50-acre campus is to
establish a widely recognized destination of choice, providing dynamic and engaging arts,
cultural, educational, and community experiences with unique economic development
opportunities. The County owned campus contains numerous historic buildings formerly used
to house and rehabilitate inmates. A number of buildings currently in use on the site have been
renovated and are being adaptively reused as an arts center.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 126
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
CIP Feasibility Studies G $2,500 $2,000 $1,000 $1,000 $1,000 $1,000 $6,000 $5,000 $13,500
2G25-125-000
2
DPWES Snow Removal G C$786 $1,000 $1,000 $1,000 $1,000 $4,786 $5,000 $9,786
2G25-128-000
3
DPWES Transportation
Maintenance
GC $1,200 $1,500 $1,500 $1,500 $1,500 $7,200 $7,500 $14,700
2G25-129-000
4
Facility Space Realignments G $22,424 $0 $22,424
IT-000023
5 FMD Bamboo Mitigation G $200 $100 $100 $100 $100 $100 $500 $700
2G08-021-000
6
FMD Security Improvements G $420 $0 $420
GF-000076
7
Illegal Sign Removal Program G $450 $0 $450
2G97-003-000
8
Joint Venture Development G $710 $0 $710
2G25-085-000
9
Lake Anne Study - DPD G $444 $0 $444
2G35-010-000
10
NOVA Community College
Contribution
GC $2,564 $2,564 $2,564 $2,564 $2,564 $12,820 $12,820 $25,640
2G25-013-000
11
Original Mount Vernon HS Site
Development
X$0 $0 TBD
TBD
12
Planning Initiatives G $400 $0 $400
2G02-025-000
($000's)
Government Facilities and Programs
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 127
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Government Facilities and Programs
Project Cost Summaries
13
Public Facilities in Tysons X $3,876 $0 $3,876
GF-000062
14
RTCN Site Infrastructure X $0 $0 TBD
TBD
15
Salona Property Payment G $17,871 $329 $329 $18,200
2G06-001-000
16
Security Studies and Improvements G $800 $0 $800
2G93-003-000
17
Workhouse Campus Improvements G $12,400 $0 $12,400
GF-000019
Total $62,495 $6,979 $6,164 $6,164 $6,164 $6,164 $31,635 $30,320 $124,450
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 128
One of the primary roles for facility management in both government and private industry is to provide
for the long-term needs of the organization's capital assets. This maximizes the life of the facilities,
avoids their obsolescence, and provides for a planned program of repairs, improvements, and
restorations to make them suitable for organizational needs. Infrastructure Replacement and
Upgrades is the planned replacement of building subsystems such as roofs, electrical systems,
HVAC systems, life safety systems, and plumbing systems that have reached the end of their useful
life. Major renewal investment is required in facilities to replace old, obsolete building subsystems
that have reached the end of their life cycle. Without significant reinvestment in building subsystems,
older facilities will fall into a state of ever deteriorating condition and functionality and the
maintenance and repair costs necessary to keep them functional will increase. This reinvestment
also includes upgrades associated with Americans with Disabilities (ADA) compliance at County
facilities.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types. Several of those objectives are shown below:
• Plan, fund, construct and maintain facilities in accord with expected levels of service
objectives and fiscal limitations.
• Balance the provision of public facilities with growth and development.
• Design, retrofit and maintain public facilities and sites in an environmentally-sensitive
manner.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024
The Facilities Management Department (FMD) currently provides support for evaluating facilities,
identifying problems, developing costs estimates, establishing priorities, and performing required
infrastructure replacement and upgrades. Some of the major work completed annually at County
facilities includes the replacement of building subsystems such as roofs, electrical systems, heating,
ventilation, and air conditioning (HVAC), plumbing systems, elevators, windows, flooring, parking lot
resurfacing, fire alarms, fire suppression, building automation systems, and emergency generators
that have reached the end of their useful life. Without significant reinvestment in building subsystems,
older facilities can fall into a state of ever-decreasing condition and functionality, and the
maintenance and repair costs necessary to operate the facilities increase. Fairfax County will have
a projected FY 2026 facility inventory of over 12 million square feet of space (excluding schools,
parks, and housing facilities). This inventory continues to expand with the addition of newly
constructed facilities, the renovation and expansion of existing facilities, and the acquisition of
additional property. With such a large inventory, it is critical that a planned program of repairs and
restorations be maintained. In addition, the age of a large portion of this inventory of facilities is
reaching a point where major reinvestments are required in the building subsystems.
Many County facilities have outdated HVAC and electrical systems that are susceptible to failure or
are highly inefficient energy users. Based on an increased emphasis on developing energy efficient
facilities, staff continue to install Building Energy Management Systems (BEMS) in older buildings to
increase the efficiency and control of heating and cooling systems in addition to leveraging current
technologies. Electrical demand meters are also being added to several facilities to track electrical
usage and reduce peak demand, which is the main driver of electricity costs. Projects are prioritized
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 129
based on maintenance reports and availability of parts. Roof and envelop replacement, repairs, and
waterproofing are conducted in priority order based on an evaluation of maintenance and
performance history. Repairs and replacement of facility roofs and envelopes are considered critical
to avoid the serious structural deterioration that occurs from roof and envelop leaks. By addressing
this problem in a comprehensive manner, a major backlog of roof and envelop problems can be
avoided. In addition, emergency generator systems and life safety systems are replaced based on
equipment age, coupled with maintenance and performance history. Critical emergency repairs and
renovations are accomplished under the category of emergency building repairs. These small
projects abate building obsolescence and improve the efficiency and effectiveness of facilities and
facility systems. The following table outlines, in general, the expected service life of building
subsystems used to project infrastructure replacement and upgrade requirements, coupled with the
actual condition of the subsystem component:
General Guidelines for Expected Service Life of Building Subsystems
Conveying Systems
HVAC
Conveying Technology
7 to 10 years
Boilers
15 to 30 years
Elevator
15 to 25 years
Building Control Systems
7 years
Escalator
15 to 25 years
Equipment
20 years
Electrical
Plumbing
Fire Alarms
15 years
Fixtures
30 years
Generators
25 years
Pipes and Fittings
30 years
Lighting
20 years
Pumps
15 years
Service/Power
25 years
Roofs
Finishes
Replacement
20 years
Broadloom Carpet
7 years
Carpet Tiles
15 years
Site
Systems Furniture
20 to 25 years
Paving
15 years
Each year, the Facilities Management Department (FMD) prioritizes and classifies infrastructure
replacement and upgrade projects into five categories. Projects are classified as Category
F: urgent/safety related, or endangering life and/or property; Category D: critical systems beyond
their useful life or in danger of possible failure; Category C: life-cycle repairs/replacements where
repairs are no longer cost effective; Category B: repairs needed for improvements if funding is
available; and Category A: good condition.
In April 2013, the County and School Board formed a joint committee, the Infrastructure Financing
Committee (IFC), to collaborate and review both the County and School’s Capital Improvement
Program (CIP) and infrastructure upgrade requirements. One of the goals of the Committee was to
develop long-term maintenance plans for both the County and Schools, including annual
requirements and reserves. The committee conducted a comprehensive review of critical needs and
approved recommendations to support the development of a sustainable financing plan to begin to
address current and future capital requirements. A Final Report was developed and approved by
the Board of Supervisors on March 25, 2014, and the School Board on April 10, 2014. The Report
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 130
included support for conducting capital needs assessments, the establishment of a capital sinking
fund and increased annual General Fund support for infrastructure replacement, the adoption of
common definitions related to all types of maintenance, support for County and School joint use
opportunities for facilities, and continued support for evaluating ways to further reduce capital costs.
In February 2020, the Board of Supervisors and the School Board established a second joint CIP
working group to continue the work of the IFC and enhance information sharing, prioritizations, and
planning by both the County and Fairfax County Public Schools. The Committee spent its time
reviewing the County’s existing Financial Policies, considering the financing options available for
capital projects, understanding the capital project requirements identified for both the County and
Schools, and evaluating the current CIP Plan and processes. Following these discussions, the
Committee arrived at a series of recommendations, which included gradually increasing General
Obligation Bond Sale limits from $300 million to $400 million annually; dedicating the equivalent
value of one penny on the Real Estate tax to the County and School capital program to support both
infrastructure replacement and upgrade projects and debt on the increased annual sales; and
increasing the percentage allocated to the Capital Sinking Fund at year-end, as well as including
Schools in the allocation. Based on resource constraints, the Committee’s recommendation to
dedicate the value of one penny has not been included in the FY 2026 Adopted Budget Plan. An
investment totaling $5 million, split equally between the County and Schools, was included, with the
anticipation that this investment will grow in the coming fiscal years. When fully implemented, these
recommendations will provide significant funding for infrastructure replacement and upgrades in the
future.
The Board of Supervisors establishment of the Capital Sinking Fund has provided over $100 million
since FY 2014 for FMD to address critical infrastructure replacement and upgrade projects. Over the
past year, FMD has initiated or completed several larger scale projects with funding from the Sinking
Fund, including HVAC component replacements at Mason District Government Center and Police
Station, Sully District Government Center, Herrity Building, and Pennino Building, as well as fire
alarm system replacements at Springfield Warehouse and Crosspointe Fire Station, building
envelope improvements at Fairfax County Courthouse, terrace roof improvements at Fairfax County
Government Center, roof replacement at Braddock District Government Center, and elevator system
modernization at Fairfax County Courthouse.
Due to budget constraints in FY 2026, an amount of $2,500,000 is included for the top two priority
category F projects. In addition, an amount of $14,315,000 was approved as part of the FY 2025
Third Quarter Review for a total of $16,815,000 to support the most critical FY 2026 identified
projects. In recent years, it has been the Board of Supervisors’ practice to fund some or all of the
infrastructure replacement and upgrade projects using one-time funding as available as part of
quarterly reviews. These projects, all Category F, are outlined in the table below which includes
projects funded as part of the FY 2026 Adopted Budget Plan and projects funded as part of the FY
2025 Third Quarter Review. Analysis of these requirements is conducted annually, and projects may
shift categories, become an emergency and be funded by the emergency systems failures project,
or be eliminated based on other changes, such as a proposed renovation project.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 131
FY 2026 Infrastructure Replacement and Upgrade Program
Priority
Project Type
Facility
Category
Existing
Conditions/Deficiencies
Estimate
Projects funded as part of the FY 2026 Adopted Budget Plan:
1
Roof and HVAC
Roof Top Unit
Thomas Jefferson
Library
F
• Maintenance intensive and
increased system failure
• Manufacturer of the current
roof system is out of
business
• Water leaks
• Increased utilities costs
• Disruption to building
operations/end users
$2,000,000
2
Roof (Partial roof
replacement)
Fairfax County
Government
Center (Partial
funding)
F
• Roof has reached its service
life and warranty period
• Damaged areas of the roof
• Increased utilities costs
• Disruption to building
operations/end users
• Failure of lightning
protection can jeopardize
integrity of building systems,
including the data center
$500,000
Projects funded as part of the FY 2025 Third Quarter Review:
3
Roof
Fairfax County
Government
Center (Partial
funding)
F
• Roof has reached its service
life and warranty period
• Damaged areas of the roof
• Increased utilities costs
• Disruption to building
operations/end users
• Failure of lightning
protection can jeopardize
integrity of building systems,
including the data center
$5,655,000
4
Miscellaneous
(Restrooms)
Mason District
Government
Center and Police
Station
F
• ADA improvements
• Provision of energy efficient
equipment and water saving
technologies
$660,000
5
Paving
Chantilly Regional
Library
F
• Maintenance no longer
feasible
• Deteriorating conditions
• Pedestrian and vehicle
hazards
$425,000
6
Paving
Crosspointe Fire
Station
F
• Maintenance no longer
feasible
• Deteriorating conditions
• Pedestrian and vehicle
hazards
$250,000
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 132
Priority
Project Type
Facility
Category
Existing
Conditions/Deficiencies
Estimate
7
Miscellaneous
(Structural)
Fairfax City
Regional Library
F
• Study required to
understand existing
conditions of drainage from
plaza
• Water infiltration into the
garage and behind the wall
stone façade
• Stairs to transformer yard
settling
• Potential for injuries to
pedestrians
$650,000
8
Parking Lot and
Garage
Improvements
Various Parking
Garages (Second
phase of a multi-
year program)
F
• Maintenance intensive and
increased system failure
• Leaks through openings and
failed drainage systems
resulting in flooding and
ponding
• Deterioration and corrosion
of existing structures
• Pedestrian and vehicle
hazards
$2,000,000
9
Building
Envelope
Fairfax County
Government
Center
F
• Maintenance and repairs no
longer feasible
• Air infiltration and water
intrusion
• Debris falling from failed
exterior soffits
• Increased utilities costs
• Disruption to building
operations/end users
$4,675,000
Total
$16,815,000
The Facilities Management Department (FMD) is a general support agency and ensures county
facilities are safe by negotiating leases where accessible, high quality and affordable services are
available to all individuals and by maintaining County facilities. This Department also provides
Americans with Disability Act (ADA) compliance at County facilities. FMD ensures that all areas,
regardless of demographic or economic status, receive the necessary infrastructure repairs and
upgrades, contributing to a more equitable distribution of resources and benefits throughout the
County.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 133
1. ADA Compliance - FMD (Countywide): This is a continuing project to support County
compliance with the Americans with Disabilities Act at County-owned facilities. Funding for
annual ADA projects to support the continuation of improvements is required, as buildings and
site conditions age. For example, over time sidewalks or pavers may settle or erosion occurs
changing the slope or creating gaps/obstructions, program usage changes can result in new
physical barriers, or ADA entrance ramps for pedestrians can fail due to increased usage for the
movement of bulk materials and equipment. In FY 2026 an amount of $500,000 has been
included for ADA projects.
2. ADA Improvements – Old Firehouse (Dranesville District): $500,000 has been approved to
support ADA accessibility improvements at the Old Firehouse facility. The McLean Community
Center uses the Old Firehouse facility as a venue for many community activities and
programming. This funding will provide for accessibility upgrades to doors and bathrooms.
3. Building Automation Systems (Countywide): This is a continuing project to support the
installation and upgrade of Building Automation Systems (BAS) within existing County facilities.
BAS control facility, HVAC, bay door interlocking, and negative pressure room systems. Older
facilities are retrofitted with these systems in order to increase energy efficiency.
4. Capital Sinking Fund for Facilities (Countywide): $101,183,315 has been allocated to date
for the Capital Sinking Fund for FMD. The Capital Sinking Fund was established as a direct
result of the Infrastructure Financing Committee (IFC). Funding for each sinking fund is approved
annually as part of the Carryover Review and is allocated based on the following percentages:
45 percent for FMD, 25 percent for Schools, 15 percent for Parks, 7 percent for Walkways, 5
percent for County maintained Roads and Service Drives, and 3 percent for Revitalization areas.
5. Electrical System Upgrades and Replacements (Countywide): This is a continuing project
for the repair, renovation and upgrading of electrical systems in various facilities throughout the
County.
6. Elevator/Escalator Renewal (Countywide): This is a continuing project for the replacement
and repairs of elevators throughout the County.
7. Emergency Generator Replacement (Countywide): This is a continuing project for life safety
and generator replacements at various sites throughout the County. Requirements are
programmed based on equipment age coupled with maintenance and performance history.
8. Emergency Systems Failures (Countywide): This is a continuing project to support
emergency repairs and replacements to County facilities in the event of a major systems failure,
such as a large HVAC system or other unforeseen event. Currently, this is the County’s only
source to deal with potential emergency system failures. Infrastructure Replacement and
Upgrades funding is encumbered quickly because it is earmarked for specific projects. As a
result, specific project balances are unavailable for emergencies. If a system failure should
occur, there is the potential that a facility may shut down, suspending services to residents and
disrupting County business. Although the County's emphasis is on infrastructure replacement
and preventative maintenance is intended to ensure these kinds of interruptions are avoided,
this funding will enable potential disruptions to be corrected immediately.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 134
9. Flooring Replacement (Countywide): This is a continuing project for carpet and flooring
replacement at facilities where the existing carpet has deteriorated beyond repair or is in an
unserviceable condition.
10. HVAC and Plumbing System Upgrades and Replacement (Countywide): This is a
continuing project for the repair, renovation and/or upgrading of Heating Ventilation Air
Conditioning (HVAC) and plumbing systems and /or components in various facilities throughout
the County. In general, the useful life of HVAC systems is 20 years; however, some systems
fail earlier due to operating conditions and due to obsolesce often emergency repairs are costly
based on difficulty in obtaining parts and additional code requirements.
11. Life Safety System Replacements (Countywide): This is a continuing project for the
replacement of fire alarm and/or fire suppression systems based on age, difficulty in obtaining
replacement parts, service, and overall condition assessment. This program provides for the
replacement of life safety systems which are 15 to 30 years old, have exceeded their useful life
and experience frequent failure when tested.
12. Miscellaneous Building Repairs (Countywide): This is a continuing project to support minor,
but critical repair, renovation, remodeling, and upgrading of various facilities throughout the
County. Requirements include abatement of health or safety hazards and emergency or
unanticipated repairs to building exteriors.
13. MPSTOC County Support for Renewal (Springfield District): $2,819,776 is currently in
reserve to begin to address future capital renewal requirements at the McConnell Public Safety
Transportation Operations Center (MPSTOC). This funding is appropriated at the end of each
year and supported by revenues received from the State. This revenue represents funding
associated with the state reimbursement for their share of the operational costs at MPSTOC
such as security, custodial, landscaping, maintenance, parking lot repairs and snow removal
costs. The County pays for all operational requirements and the State reimburses the County
annually for their share of these costs.
14. MPSTOC State Support for Renewal (Springfield District): $1,113,936 is currently in reserve
to begin to address future capital renewal requirements at the McConnell Public Safety
Transportation Operations Center (MPSTOC). This funding is appropriated at the end of each
year and supported by revenues received from the State. This revenue represents the state’s
annual installment of funds for their share of future repairs and renewal costs in order to avoid
large budget increases for capital renewal requirements in the future. This contribution is based
on the industry standard of 2 percent of replacement value or $3.00 per square foot.
15. Parking Lot and Parking Garage Improvements (Countywide): This is a continuing project
for the repair and maintenance of parking lots and garages at various locations throughout the
County. Parking lot surfaces are removed, the base re-compacted and a new surface course
installed. In some cases, asphalt paving is milled down and resurfaced.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 135
16. Roof and Envelope Repairs and Waterproofing (Countywide): This is a continuing project
for the repair and replacement of facility roofs and waterproofing systems at County buildings.
Typically, roofs at County facilities range in warranty periods from 10 to 20 years. Building
envelope caulking, expansion joints, etc., typically experience product failures at 7 to 10 years.
FY 2026 funding of $2,500,000 has been included for roof replacement and repairs.
17. Window and Exterior Door Replacement (Countywide): This is a continuing project for the
replacement or repair of windows and exterior doors where water is leaking into County
buildings.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 136
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
ADA Compliance - FMD G C$500 $500 $500 $500 $500 $2,500 $2,500 $5,000
GF-000001
2
ADA Improvements - Old Firehouse G $500 $0 $500
CC-000039
3
Building Automation Systems G C$2,000 $2,000 $2,000 $2,000 $8,000 $10,000 $18,000
GF-000021
4
Capital Sinking Fund for Facilities G $101,183 $0 $101,183
GF-000029
5
Electrical System Upgrades and
Replacements
GC$1,000 $1,000 $1,000 $1,000 $4,000 $5,000 $9,000
GF-000017
6
Elevator/Escalator Renewal G C$2,000 $2,000 $2,000 $2,000 $8,000 $10,000 $18,000
GF-000013
7
Emergency Generator Replacement G C$1,000 $1,000 $1,000 $1,000 $4,000 $5,000 $9,000
GF-000012
8
Emergency Systems Failures G C$6,000 $6,000 $6,000 $6,000 $24,000 $30,000 $54,000
2G08-005-000
9
Flooring Replacement G C$0 $2,500 $2,500
2G08-003-000
10
HVAC and Plumbing System
Upgrades and Replacement
GC$6,500 $6,500 $6,500 $6,500 $26,000 $32,500 $58,500
GF-000011
11
Life Safety System Replacements G C$1,000 $1,000 $1,000 $1,000 $4,000 $5,000 $9,000
GF-000009
12
Miscellaneous Building Repairs G C$1,000 $1,000 $1,000 $1,000 $4,000 $5,000 $9,000
GF-000008
13
MPSTOC County Support for
Renewal
X$2,820 $0 $2,820
2G08-008-000
($000's)
Infrastructure Replacement and Upgrades
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 137
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Infrastructure Replacement and Upgrades
Project Cost Summaries
14
MPSTOC State Support for
Renewal
X$1,114 $0 $1,114
2G08-007-000
15
Parking Lot and Parking Garage
Improvements
GC$1,200 $1,200 $1,200 $1,200 $4,800 $6,000 $10,800
GF-000041
16
Roof and Envelope Repairs and
Waterproofing
GC $2,500 $1,500 $1,500 $1,500 $1,500 $8,500 $4,500 $13,000
GF-000010
17
Window and Exterior Door
Replacement
GC$500 $500 $500 $500 $2,000 $2,500 $4,500
2G08-006-000
Total $105,617 $3,000 $24,200 $24,200 $24,200 $24,200 $99,800 $120,500 $325,917
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 138
Libraries
Fairfax County Public Library branches differ in size, collection, and customers served. The libraries
all have one thing in common: a commitment to providing easy access to a multitude of resources
for the education, entertainment, business, and pleasure of Fairfax County, town of Herndon and
Vienna, and City of Fairfax residents of all ages. This connects directly with the library’s mission of
building community, furthering literacy and promoting freedom of access and expression through
programming, community spaces, technology and collections of educational and recreational
services.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the library specific objectives 17-19 as shown below:
• Locate library facilities to provide service to the greatest number of persons within
designated service areas, and provide high visibility, safe and easy access, and ample size
for the building, parking areas, landscaping, and future expansion.
• Library facilities should be compatible with adjacent land uses and with the character of the
surrounding community and should be sized to provide adequate space for the population
to be served.
• Library facilities should sustain adequate levels of patronage.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 4-7-2024
Changing demographics highlight a growing diversity among residents and among communities
within Fairfax County. Expanding technologies offer new opportunities and users demand improved
access to information resources and service delivery. The Library System must provide a network
of facilities that offer library services responding to the needs of the community in which each library
is located, and it must provide system-wide mechanisms to share resources among branches. New
facilities must be designed to utilize new technologies for information and service delivery, and
existing facilities redesigned and renovated to maximize the use of space and incorporate modern
technologies.
The Library Board of Trustees, whose members are appointed by the Board of Supervisors, the
School Board, and the City of Fairfax Council, are responsible for library policy. Planning is based
on “Recommended Minimum Standards for Virginia Public Libraries,” published by the Library of
Virginia, which sets basic requirements for receiving supplemental State Aid. The priority of
construction projects is based on many factors, including the age and condition of buildings,
projected population growth in the service area, usage patterns, insufficiencies at existing facilities,
and demand for library services in unserved areas of the County. Library projects have been primarily
financed with General Obligation bonds.
In the fall of 2020, the voters approved a bond referendum in the amount of $90 million to support
four priority library facilities. These libraries include Kingstowne Regional, Patrick Henry Community,
Sherwood Regional, and George Mason Regional libraries. The Kingstowne Library site was
previously purchased by the County to replace the existing leased space with a newly constructed
library. Construction began at the end of 2022 for the Kingstowne Complex which will include the
Regional Library, the Franconia Police Station, the Franconia District Supervisor’s Office, the
Franconia Museum, an active adult center, and childcare facility in one comprehensive facility. The
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 139
Libraries
design also includes garage parking and a County fueling station. The Patrick Henry Library
renovation will support a proposed joint development project between Fairfax County and the Town
of Vienna to renovate the Library and provide an additional parking structure for the Library and the
Town. Sherwood Regional and George Mason Regional Library renovations will support upgrades
to all the building systems, including roof and heating, ventilation, and air conditioning (HVAC)
replacement, which have outlived their useful lives and accommodate current operations and energy
efficiency. In addition, the renovations will provide a more efficient use of the available space, meet
customers’ technological demands, and better serve students and young children. The quiet study
areas and group study rooms are improved, with space to accommodate a higher number of public
computers and wireless access.
Equity Review and Initiatives
The Fairfax County Public Library (FCPL) demonstrates its commitment to racial and social equity
by building community and promoting literacies for all through programming, community spaces,
technologies and collections of educational and recreational resources; and making all policy
decisions within an equity framework. The Library goals are to increase diversity in FCPL’s
management and leadership positions; improve diversity in FCPL’s collection to mirror the diversity
of community members; and to recognize the cultural and racial heritage of community members
through displays and programs/events. The priority of capital construction projects is based on many
factors, including the age and condition of buildings, projected population growth in the service area,
usage patterns, insufficiencies at existing facilities, and the demand for library services in unserved
areas of the County.
1. George Mason Regional Library - 2020 (Mason District): $15,000,000 has been approved to
renovate and upgrade building systems and infrastructure that are well beyond the end of their
life cycles and meet current and future operational needs of the Library System. While the
population in the service area has not grown significantly, usage patterns at this location places
it amongst the busiest of libraries in both door count and circulation. The current floor layout
does not provide for efficiency in operations or reflect a modern library design. This location has
suffered from recurring issues with the HVAC, inadequate electrical wiring to support device
usage by customers, and a myriad of other facility-related repairs/incidents. Based on the age
and condition of the facility, significant renovation is needed to revamp infrastructure and new
technology is required to support customer needs. This project was approved as part of the 2020
Library Bond Referendum and is currently in the design phase.
2. Herndon Fortnightly Community Library – 2026 (Dranesville District): $19,000,000 is
estimated to be required to renovate the Herndon Fortnightly Community Library located in the
Town of Herndon. Renovation is required to upgrade building systems and infrastructure that
are well beyond the end of their life cycles and to meet current and future operational needs.
The building layout and footprint are difficult to change due to the interior design having been
built in a circular pattern. This location is also unique in that it is a two-story facility. Staffing is
currently configured to support the second story operations (information and circulation) leaving
the lower floor, which houses the community meeting rooms and restrooms, unstaffed. Based
on the age and condition of the facility, it is difficult to make significant changes to the overall
layout or enhance the infrastructure required to support the technology requested by library
customers. Herndon Fortnightly has the third smallest service area population in Fairfax County
Equity
Initiatives
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 140
Libraries
and the second largest percentage of preschool children among the library’s service area. With
the library’s continued focus on early literacy and Storytime programming, it is essential that
updated spaces support all families with the space, technology and resources to support
parents’ efforts in preparing all children for school. This project is proposed as part of the 2026
Library Bond Referendum.
3. Kings Park Community Library – 2026 (Braddock District): $22,000,000 is estimated to be
required to renovate the joint Kings Park Community Library and Braddock District Supervisor’s
Office. Kings Park is the busiest community location in the Library System operating at a level
comparable to a small regional. Customers using this location are diverse and represent a
cross-section of County population. Usage patterns indicate that of the locations in this cluster,
this branch is a preferred destination of many customers. Based on the age and condition of
the facility, it is difficult to make significant changes to the overall layout or enhance the
infrastructure required to support the technology requested by library customers. The high
usage results in greater wear and tear. Renovations are required to upgrade building systems
and infrastructure that are well beyond the end of their life cycle and meet current and future
operational needs of the Library System. This project is proposed as part of the 2026 Library
Bond Referendum.
4. Kingstowne Regional Library - 2020 (Franconia District): $36,500,000 has been approved
for the Kingstowne Regional Library which is currently a community branch located in leased
space within a shopping center. The leased space has significant challenges, including space
constraints, ongoing issues with flooding, disruption to operations due to maintenance, and
inadequate parking. A larger collection area, additional meeting rooms, and significant
technology infrastructure upgrades are required to meet current and future operational needs of
the Library system. The site for a new library was previously purchased by the County to replace
the existing leased space with a newly constructed library. This collocated project is in the
construction phase and will co-locate the Kingstowne Regional Library with the Franconia Police
Station, the Franconia District Supervisor’s Office, the Franconia Museum, an active adult
center, and childcare facility into one comprehensive facility on this site. The project also
includes garage parking and a County fueling station. Funding of $2.5 million was previously
approved for the design associated with the Library project and $34 million was approved as
part of the 2020 Library Bond Referendum.
5. Patrick Henry Community Library - 2020 (Hunter Mill District): $30,163,000 has been
approved for a joint development project between Fairfax County and the Town of Vienna for a
replacement Library and parking structure for the library and the Town. The Town has committed
to pay up to $850,000 in design costs and up to $4,790,000 toward construction costs. Patrick
Henry Community Library is one of the busiest community locations in the library system,
operating at a level of a small regional library. Upgrades are required to building systems and
infrastructure that are well beyond the end of their life cycles and to meet the current and future
operational needs of the Library System. The building is one of the oldest in FCPL and does
not adequately reflect modern library design and usage. Based on the age and condition of the
facility, it is difficult to make significant changes to the overall layout or outfit the facility with the
infrastructure required to support the technology requested by library customers. In February
2024, the Library Board unanimously confirmed that when the new library facility opens, the
name will be changed to Vienna-Carter Library. This project was approved as part of the 2020
Library Bond Referendum and is currently in the design phase.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 141
Libraries
6. Reston Regional Library and Community Spaces (Hunter Mill District): $58,000,000 is
proposed for a replacement Reston Library, community space, and common infrastructure as
part of the Reston Town Center North (RTCN) redevelopment project. The existing library was
constructed in 1985 and is located within the overall master plan area that reconfigures and
provides integrated redevelopment of the 47 acres currently owned by Fairfax County and Inova
at Reston Town Center North (RTCN). Funding of $6.5 million, approved as part of the 2012
Library Bond Referendum, has been redirected to the Patrick Henry Library project and the
remaining 2012 bond funds will be redirected to support shortfalls in other library projects. EDA
bond financing is now anticipated to fund the entire $58 million required to implement the Reston
Library, Community Spaces and site infrastructure
7. Sherwood Regional Library - 2020 (Mount Vernon District): $18,000,000 has been approved
for the renovation of the Sherwood Regional Library. Renovation is required to upgrade building
systems and infrastructure that are well beyond the end of their life cycles and meet current and
future operational needs of the Library System. This Library is located off of a main thoroughfare
and is unique in that it serves a large middle school population from the Walt Whitman
Intermediate School, located next door. This location has suffered from recurring roofing
problems, inadequate electrical wiring to support device usage by customers, and a myriad of
other facility-related repairs/incidents. In its present configuration, the layout does not
adequately satisfy current operation needs and usage. Based on the age and condition of the
facility, significant changes to the overall layout and systems may be required to support the
technology requested by library customers. A master planning study for colocation with other
public facilities is currently underway. This project was approved as part of the 2020 Library
Bond Referendum.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 142
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
George Mason Regional Library -
2020
B$820 $2,650 $5,400 $5,400 $730 $14,180 $15,000
LB-000016
2
Herndon Fortnightly Community
Library - 2026
B$0 $500 $2,500 $5,000 $8,000 $11,000 $19,000
TBD
3
Kings Park Community Library -
2026
B$0 $500 $2,500 $5,000 $8,000 $14,000 $22,000
TBD
4
Kingstowne Regional Library - 2020 B, G $25,500 $9,500 $500 $500 $500 $11,000 $36,500
LB-000012
5
Patrick Henry Community Library -
2020
B, X $12,100 $10,100 $5,500 $2,463 $18,063 $30,163
LB-000015
6
Reston Regional Library and
Community Spaces (part of RTCN
Redevelopment)
B$0 $58,000 $58,000 $58,000
LB-000010
7
Sherwood Regional Library - 2020 B $500 $1,500 $8,800 $5,500 $1,500 $200 $17,500 $18,000
LB-000014
Total $38,920 $23,750 $78,200 $14,863 $7,730 $10,200 $134,743 $25,000 $198,663
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
($000's)
Libraries
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 143
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 144
(Picture)
To provide facilities and services which will enhance the
physical health, mental health, and social well-being of
County residents.
To provide facilities and services that will assist in the
rehabilitation of individuals recovering from alcohol
and drug abuse.
To establish additional treatment facilities in new growth
areas to accommodate the human services needs for local
residents.
To continue partnerships with Virginia Department of Medical
Assistance Services for maximizing Medicaid revenues to
fund clinical residential supports.
To continue a commitment to privatization by working
collaboratively with private service provider agencies for the
delivery of residential support services.
To support, promote, and provide quality childcare and early
childhood education services in Fairfax County.
To develop, maintain, and preserve affordable housing and
promote equal housing opportunity through the acquisition,
renovation, and/or construction of affordable housing units.
To develop affordable housing programs for persons with
disabilities, homeless, and elderly which provide or have
access to supportive services to facilitate independent living.
To locate affordable housing as close as possible to
employment opportunities, public transportation, and
community services.
To promote economically balanced communities by
developing affordable housing in all parts of the County.
To maintain the quality of existing units in the Fairfax County
Rental Program as they age to promote the stability of the
neighborhoods in which they are located.
To maximize the use of federal, state, non-profit, and private
sector housing development programs and funding.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 145
Health and Human Services
The Fairfax County Health and Human Services System (HHS) is as network of county agencies and
community partners that support the well-being of all who live, work, and play in Fairfax County.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Human Services Element’s countywide objectives 1-6 as
shown below and more specific objectives 7-32 for human services service types:
• Identify the most appropriate service delivery system options, and their impact on facilities
for delivery of human services.
• Coordinate the planning and use of facilities with human service providers.
• Encourage the location of new facilities to increase their accessibility.
• Identify the impact of public facilities on adjacent planned and existing land uses.
• Acquire sites which, given applicable location criteria, are appropriate for the facility's
specific purpose.
• Promote the utilization of volunteers.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024;
Policy Plan – Human Services, Amended through 3-4-2014
HHS agencies focus on needs in a variety of areas such as health care, behavioral health, disability
services, social services, housing, homelessness, as well as protection and prevention services for
vulnerable populations. The HHS section of the CIP includes the following agencies: Community
Services Board (CSB), Family Services (DFS), Neighborhood and Community Services (NCS),
Health Department (HD), Juvenile and Domestic Relations District Court (JDRDC), McLean
Community Center, and Reston Community Center. Although the Housing and Community
Development (HCD) section is presented separately in the CIP, HHS includes this department and
works closely on projects with HCD.
Fairfax County HHS Mission, Vision, and Guiding Principles
Mission
We create opportunities for individuals and families to be safe, be healthy, and realize their potential.
Vision
We are the foundation of thriving people and communities.
Guiding Principles
We will succeed by using resources judiciously, considering return on investment and opportunity;
addressing root causes and focusing on prevention; promoting equity and providing a voice for the
vulnerable, and addressing disproportionate/disparate outcomes with a human-centered mindset.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
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Health and Human Services
Guided by the One Fairfax policy, and the Countywide Strategic Plan, HHS continues to focus on
cross-cutting strategic initiatives, the broad community outcomes they support, and progress toward
achieving them. HHS contributes to transforming Islands of Disadvantage, which are areas where
residents face economic, educational, health, housing, and other inequities, into Communities of
Opportunity. HHS capital planning also aligns with community outcome areas identified in the
Countywide Strategic Plan, including Cultural and Recreational Opportunities, Economic
Opportunity, Effective and Efficient Government, Empowerment and Support for Residents Facing
Vulnerability, Healthy Communities, Housing and Neighborhood Livability, Lifelong Education and
Learning, Mobility and Transportation, and Safety and Security.
Through partnerships with the State, neighboring localities, and community-based organizations, the
County advances priorities recognizing that investments in critical HHS programs save public funds
by minimizing the need for more costlier public services. HHS capital planning is guided by unifying
themes that include colocation and innovation in service delivery and building design. HHS also
participates in the land development review process to advance equitable access to opportunity and
continue to link HHS capital improvement plans to the County’s Comprehensive Plan.
Colocation
Over 100 County-owned and leased facilities are used for HHS programs and services. HHS uses
both a centralized and decentralized service delivery to meet a wide range of needs for residents.
Given that individuals and families often experience multiple needs or participate in multiple
programs and services, colocation reduces barriers that may otherwise limit or impede access.
Through continued efforts to provide multi-service sites, HHS aims to maximize taxpayers’
investments, reduce reliance on leased space, address gaps, and improve efficiencies in service
delivery. HHS will continue to work with other County agencies to explore additional opportunities to
be innovative and efficient through service colocation. Some examples of HHS colocation efforts
include:
Community Health Centers
Comprehensive health care is provided in four collocated facilities: Sully Community Center, Lake
Anne Human Services Center, Sharon Bulova Center for Community Health, and the Gerry Hyland
Government Center. The County partners with community-based organizations designated as
Federally Qualified Health Centers to provide affordable medical, dental, and behavioral health care
regardless of a resident’s ability to pay or their health insurance coverage. As demand for affordable
medical and dental services increases, HHS monitors capacity and geographic areas of vulnerability
to address gaps in service delivery.
Diversion & Community Re-Entry Center
A new Diversion & Community Re-Entry Center facility is planned for a future phase of the
redevelopment of the Judicial Complex. The center’s mission is to divert individuals from
incarceration, support individuals re-entering the community from jail, and provide housing options
and resources for community members. The program will be a partnership between the Community
Services Board, Sheriff’s Office, Courts, Family Services, Department of Housing and Community
Development, State Probation and Parole, Re-Entry Council, and community-based organizations.
Kingstowne Complex
This project includes the development of a collocated Kingstowne Regional Library, Franconia Police
Station, Franconia District Supervisor’s Office, Franconia Museum, a childcare center, and an active
adult center. The childcare center and the active adult center, which will be operated by NCS,
expands older adult programming and relocates the current programs from leased space.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 147
Health and Human Services
Original Mount Vernon High School
Planning and design for this project continues in coordination with the Mount Vernon and Franconia
District communities to establish a Human Development Center which will serve a wide range of
community needs and opportunities including childcare, workforce development, teen center and
older adult programming. Future development will include other health and human services, as well
as services to advance economic mobility.
Penn Daw Fire Station, Emergency Shelter and Supportive Housing
This project includes the collocated development of a new emergency shelter with supportive
services for individuals experiencing homelessness, and approximately 30 supportive housing units
for individuals and families. The new shelter and supportive housing will replace the Eleanor Kennedy
Shelter, currently in leased space at the Fort Belvoir Military Reservation. The project is being
developed in collaboration with the Fire and Rescue Department, Housing and Community
Development, and community stakeholders. These collocated uses will provide a wide range of
services and a continuum of housing opportunities.
Reston Town Center North (RTCN) Human Services Center
A Reston Town Center North (RTCN) Human Services Center is planned for the future to replace
the existing North County Health and Human Services Center. This project is part of an overall
master plan for redevelopment of the approximately 47-acre property owned by Fairfax County and
Inova. The Human Services Center would support a consolidation of existing leased spaces into one
facility and provide enhanced, integrated multi-disciplinary services to residents in the western part
of the County. The facility will also provide expanded capacity for daytime drop-in services associated
with the Embry Rucker Shelter. A crisis receiving center, collocated at this site, will expand capacity
to address the behavioral health crisis by providing critical care in the community.
School Age Child Care Centers
School Age Child Care (SACC) is offered in 143 locations across the County, including most FCPS
elementary schools. SACC provides fun, safe, and educational care for children in kindergarten to
sixth grade before school, after school, and during student holidays and summer break. Children
with special needs are fully included in all SACC centers. In addition, SACC programs at Key and
Kilmer Centers serve youth ages 5-21 who have multiple types of disabilities.
Willard-Sherwood Health and Community Center
This project redevelops the campus of the current Joseph Willard Health Center and Sherwood
Community Center. The collocated facility will include a health center, childcare center, and the Infant
and Toddler Connection program, which provides early intervention services. In addition, the facility
will include the City of Fairfax’s expanded community center programs, including a senior center and
a fitness facility.
Innovation in Building Design & Service Delivery
Service delivery must be flexible and responsive to changes in factors such as, programming
priorities; County demographics; federal and state funding; and federal, state, and local policy
directives, regulations, and laws.
The COVID-19 pandemic resulted in expanded building design and service delivery planning to
factor in the mitigation of community transmission of infectious diseases. During the COVID-19
pandemic, the HHS service delivery model focused on providing community members with
assistance from a distance whenever possible. Flexibility in building design and the ability to
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Health and Human Services
efficiently reconfigure spaces to provide both virtual and in-person service delivery is critical. In
addition, building design that enhances access and wayfinding and is responsive and trauma-
informed for the health and well-being of residents facing vulnerability is essential.
HHS operates the CareVan program, a mobile service vehicle that delivers integrated health,
housing and human services to communities in Fairfax County. The van features multiple onboard
workstations, public access to computers and internet access to reduce barriers and expand
community access to the county’s robust Health and Human Services system. CareVan reduces
health inequities, simplifies the enrollment process to access services, and develops and nurtures
community relationships.
Future Initiatives
HHS completed a feasibility study for renovation, expansion, or replacement of the County-owned
JoAnne Jorgenson Public Health Laboratory. The final report details options for future expansion
and renovation. The Jorgenson Laboratory is the only local public health laboratory in the state,
performing over 200,000 analytic tests annually to ensure the health and safety of residents. It is
recognized as a sentinel laboratory in the nation’s Laboratory Response Network, providing rule-
in/rule-out capacity for agents of bioterrorism and surge capacity public health laboratory testing for
Virginia’s state public health laboratory. The laboratory is certified as Biosafety Level 3, which
confirms that the facility meets or exceeds NIH and CDC standards, for bio-containment precautions
required to isolate biological agents that can cause serious or deadly disease through inhalation,
such as tuberculosis in an enclosed facility. The laboratory provides quality clinical and
environmental testing services to aid in the diagnosis, treatment, and monitoring of diseases related
to the public health of Fairfax County and surrounding jurisdictions. The existing laboratory facility is
in the City of Fairfax and was retrofitted for use as a laboratory and renovated in 2010. During the
COVID-19 pandemic, laboratory capacity was expanded through the purchase and installation of a
modular laboratory to support additional testing capacity. Space reconfiguration, modification, and
expansion is needed to integrate two laboratory worksites into a modern public health laboratory
facility and to expand the County’s capacity to monitor and respond to routine and emerging public
health conditions and meet current and future service demands.
The Willston Multi-Cultural Center is located in the Seven Corners area of Falls Church. The center
serves residents of all ages and abilities including after school programs for students and adult
programs. The Willston Multi-Cultural Center is being studied for redevelopment to include
educational, governmental, cultural, or human services uses. The Seven Corners area plan
envisions redevelopment around a mixed use, walkable community development.
Equity Review and Initiatives
HHS staff recognize that opportunity varies depending on who you are and where you live in the
County, and there is a widening gap between residents at the highest rungs of the economic ladder
and residents who struggle to get by. HHS’ cross-cutting initiatives contribute to transforming Islands
of Disadvantage, which are areas where residents face economic, educational, health, housing, and
other inequities, into Communities of Opportunity. Many of the projects currently underway are
designed to achieve equity within the County.
The expansion of early childhood services will help ensure that disproportionately impacted families
can return to or remain in the workforce, knowing that their young children are receiving quality early
childhood experiences. New early childhood programs will be designed to primarily serve families
with low income. Two centers underway include the Kingstowne and Hybla Valley Childcare Centers.
Equity
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 149
Health and Human Services
Within a one-mile radius of the Kingstowne Center, there is a high percentage of children under 5
years living below the poverty line. It is also in an area with limited childcare programs. The Hybla
Valley Childcare Center is also centrally located in a high vulnerability area. Young children who
begin kindergarten with a strong social, emotional, and cognitive foundation are more likely to reach
high levels of academic achievement, less likely to drop out of school, more likely to earn higher
incomes, and less likely to experience negative health factors. These outcomes benefit not only
individual children and families, but also contribute to the enduring well-being of the community.
The renovation and expansion of individual/family shelters in the County will improve access to
quality emergency and permanent supportive housing for families and individuals experiencing
homelessness, who are disproportionately Black or African American.
Community centers help to create opportunities for all individuals and families to be safe, healthy
and realize their potential through the provision of accessible, high quality, affordable and culturally
appropriate services. As the first community center in the Tysons area, the Tysons Community
Center will serve a diverse population, bridging the gap between historically underserved, low-
income families, and the broader community. Living in affordable housing can sometimes lead to
social isolation due to geographic, economic, or cultural barriers. The community center will provide
a shared space for affordable housing residents to interact with a diverse cross-section of the Tysons
community, fostering social cohesion and reducing the stigmatization that can sometimes be
associated with affordable housing.
In accordance with the National Institute of Health’s Racial-Ethnic Disparities in Substance Abuse
Treatment: The Role of Criminal History and Socioeconomic Status study, among persons with
substance use disorders, those from racial-ethnic minority groups have been found to receive
substance abuse treatment at rates equal to or higher than those of non-Latino whites. The updates
and renovations of the Tim Harmon facility will ultimately have a positive impact and benefit
underserved populations by addressing racial disparities while increasing the amount of space
needed to offer more supportive housing, and an expansion of the medication suite.
Finally, the Joseph Willard Health Clinic promotes equity through health services that often
disproportionately impact at-risk and historically underserved populations. This facility will allow
Health Department services to expand and sustain services including pregnancy testing,
immunizations (routine and international travel), communicable disease prevention, testing and
treatment (including sexually transmitted diseases, HIV, and tuberculosis) and newcomer
assessments (formerly called refugee health). Additionally, the clinical staff provide general health
education and health promotion services and serve as a referral source for underserved clients and
families. Expanding the current clinic facility will ensure continuity of public health services provided
to all residents and communities, and more specifically to low-income uninsured residents.
1. Community Center Courts Renovations (Countywide): This is a continuing project to
resurface and make improvements to basketball and tennis courts at County community centers.
A repair and replacement schedule for the 22 courts is used to maintain their safety and usability.
For exterior courts, this includes resurfacing each court every four years and replacing each
court every 12 years. The average lifespan of an exterior court is 10-15 years depending on the
level of use, weather conditions, and other external/environmental factors. For interior courts,
this includes buffing and screening each court annually and sanding, repainting, and replacing
each court every 15 years. Routinely repairing and replacing the courts helps maintain safe
conditions, allows the courts to remain open for public use, and provides a longer lifespan. These
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 150
Health and Human Services
renovations ensure that community members have access to safe and well-maintained sports
and recreation activities through the County.
2. Crisis Services Facility (To Be Determined): Funding is needed to support Crisis Services
facilities to include approximately 25,000-30,000 square feet of space and serve 32 individuals
at one time. The state Department of Behavioral Health has changed funding for large crisis
services facilities in favor of the facility size described above. The facility would provide living
spaces, offices, interview rooms, a clinic and detox room, showers, and support rooms. CSB
has identified funding for the acquisition of a site and construction/build-out; however, funding
will be needed to complete the facility. A youth crisis services facility will ultimately have a
positive impact and benefit underserved populations by addressing racial disparities with
acquisition of a new site and the ability to meet the needs of the community.
3. Crossroads Renovation – 2020 (Franconia District): $33,678,000 has been approved to date
to fund the renovation of the Crossroads facility to address outdated equipment, HVAC,
plumbing, electrical, and mechanical systems. Renovations will also include the addition of a
clinic area, restrooms, outdoor therapeutic treatment grounds, and storage, as well as
improvements to the layout to meet evolving treatment and care standards, improve operational
efficiency, and reduce wait lists. The proposed renovations will offer ADA accessible
programming space, giving more opportunities to equitably serve individuals in treatment and
support programming that will meet the needs of the community. The Crossroads facility
provides substance use and mental health treatment, counseling, vocational rehabilitation,
psychiatric services, medication monitoring, drug testing, case management, and transition
support. The location supports an average daily census of 74 individuals and at any given time
there are 50-60 individuals on the wait list. Typical program participation is between four and six
months in the primary treatment phase and between three and four months in the supervised
living phase. This project was approved as part of the 2020 Community Health and Human
Services Bond Referendum and supplemented by bonds from other projects now being financed
with EDA bonds.
4. CSB Facility Retrofits (Countywide): $10,407,000 has been transferred from the Community
Services Board (CSB) to support the repurposing and reconfiguration of CSB facilities. In recent
years this has included the Boys Probation House (BPH) and space reconfiguration at the
Sharon Bulova Center for Community Health. The BPH project was completed and is now known
as the Wellness Circle Crisis Stabilization Unit. In addition, this funding has supported the
reconfiguration of space at the Sharon Bulova Center for Community Health for the continued
implementation of Diversion First and the unfunded, state-mandated STEP-VA initiative.
Diversion First is a continuum of services, which offers alternatives to incarceration for people
with mental illness, co-occurring substance use disorders, and/or developmental disabilities,
who come into contact with the criminal justice system for low level offenses. The facility retrofits
will benefit underserved populations and address racial disparities by increasing the number of
services offered, to include alternatives to incarceration, and a reduction in the involvement of
individuals with behavioral health disorders in the criminal justice system. The retrofit will allow
the CSB, Police, and Sheriff’s Office to provide better services to individuals in crisis. Funding
will also provide for the reconfiguration of unused records rooms at the Reston and Gartlan CSB
locations where space could be better utilized for staff offices and/or client services.
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5. Early Childhood Education Initiatives - 2026 (Countywide): $25,000,000 is proposed for
future early childhood initiatives. The Board of Supervisors set a goal to ensure that every child
in Fairfax County has equitable opportunity to thrive, as reflected in the Equitable School
Readiness Strategic Plan Birth to Eight, the Countywide Strategic Plan, and the Chairman’s
Task Force on Equity and Opportunity. In response to the recommendations of the School
Readiness Resources Panel to expand the County’s equitable early childhood system, the
Board identified a capital investment strategy to build program capacity. Early childhood facility
projects currently underway include the Willard-Sherwood Health and Community Center,
Original Mount Vernon High School, and the Kingstowne Complex. The future renovation of
Hybla Valley Community Center will also include space for an early childhood program. This
$25 million is proposed as part of the 2026 Health and Human Services Bond Referendum, with
an additional $25 million proposed as part of the 2032 Human Services Bond Referendum.
6. Eleanor Kennedy Shelter - 2016 (Mount Vernon District): $10,000,000 has been expended
or remains available to fund the replacement of the Eleanor Kennedy Shelter. The Eleanor
Kennedy Shelter is an emergency homeless shelter located on the Fort Belvoir Military
Reservation that is leased indefinitely to Fairfax County. The facility accommodates 38 men
and 12 women and can accommodate an additional 15 people, in a trailer, for overflow capacity
year-round and an additional 10 people during cold weather for hypothermia prevention. A
feasibility study was conducted, and several sites were evaluated. A site was selected for a new
shelter, which will be collocated with the Penn Daw Fire Station and permanent supportive
housing for single adults and families. The project will improve access to quality emergency
housing for adults experiencing homelessness, who are disproportionately Black or African
American. The project is currently in the early design phase. This project was approved as part
of the 2016 Human Services/Community Development Bond Referendum; however, as part of
the FY 2025 Third Quarter Review, funding of $2,000,000 in General Obligation bond funds
were redirected to support other Human Services projects. The Shelter, collocated with the
Reston Town Center North project, is proposed to be funded using Economic Development
Authority (EDA) bond financing, making the General Obligation bonds available to support other
projects which are experiencing significant shortfalls.
7. Embry Rucker Shelter – 2016 (Hunter Mill District): $600,000 has been spent or remains
available to fund the replacement of the unhoused single adults at the Embry Rucker Shelter.
The existing one-story, 11,000 square feet facility was constructed in 1987 and has had no major
renovations. The Shelter provides for the replacement of the current facility and will include 50
emergency beds for unaccompanied adults, spaces and beds for the hypothermia prevention
program, medical respite beds, and 18 supportive housing units. Expanded capacity for daytime
drop-in services is needed inside or adjacent to the shelter and is anticipated to be included in
the future Reston Town Center North Human Services Center. The shelter is located within the
overall master plan area that reconfigures and provides integrated redevelopment of
approximately 47 acres currently owned by Fairfax County and Inova at Reston Town Center
North. The Department of Housing and Community Development will leverage the property and
services to provide a more cost-effective solution to reducing homelessness by adding new
permanent supportive housing units. The project will improve access to quality emergency and
permanent supportive housing for families and individuals experiencing homelessness, who are
disproportionately Black or African American. Funding in the amount of $12,000,000 was
approved as part of the 2016 Human Services/Community Development Bond Referendum;
however, as part of the FY 2025 Third Quarter Review, funding of $11,200,000 in General
Obligation bond funds were redirected to support other Human Services projects. The Shelter,
collocated with the Reston Town Center North project, is proposed to be funded using Economic
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Development Authority (EDA) bond financing, making the General Obligation bonds available
to support other projects which are experiencing significant shortfalls.
8. Fair Ridge Shelter (Sully District): $4,100,000 in congressional earmark funding has been
provided to Fairfax County to support the renovation and construction of a facility to support
families with children experiencing homelessness and domestic violence survivors. On behalf
of the Board of Supervisors, the Fairfax County Redevelopment and Housing Authority
purchased the 94-room former hotel for the purpose of replacing the family component of the
Embry Rucker Community Shelter and establishing a more secure setting for the Artemis House
North domestic violence shelter. Families with children experiencing homelessness will be the
first to relocate to the new shelter and the domestic violence component will be added after
future facility improvements. The Artemis House North domestic violence shelter currently
operates in rented apartments in the northern region of the County. Adding a dedicated domestic
violence shelter component to this facility, to replace the leased apartments will ensure that the
County can provide safe shelter to domestic violence victims. Such a dedicated facility, to be
operated in tandem with the collocated family shelter, will provide an improved operating
environment for a shelter that includes standard features such as electronic locks, security
camera coverage of all common areas, multi-purpose rooms for classes and other activities, a
front desk for residential staff and security, private offices, meeting rooms, and more.
9. Health Department Laboratory - 2026 (Fairfax City): $35,000,000 is required to support
design and construction associated with the renovation and expansion of the Joanne Jorgenson
Public Health Laboratory. The current facility comprised of Biosafety Level 2 (BSL2) and
Biosafety Level 3 (BSL3) laboratory space occupies 11,800 square feet in the former Belle
Willard School building. With the surge of the COVID-19 pandemic in early 2020, the Health
Department expanded its normal operations in support of the broader community-wide testing
strategy focused on limiting the spread of COVID-19. Since that time, the Health Department
has worked diligently to add and diversify testing methods, procure new equipment, and
enhance testing capacity for current and future infectious disease outbreaks and pandemics. In
December of 2020, the County purchased and installed a modular laboratory which provides an
additional 1,500 square feet of BSL2 laboratory space. Both the existing Laboratory and the
modular facility are space-constrained, hindering safety, training, and capacity to expand or
change testing methods as public health needs evolve. The County’s Health Lab is the sole local
public health laboratory in the Commonwealth of Virginia, performing over 200,000 analytical
tests annually to ensure the health and safety of the citizens of Fairfax County and surrounding
jurisdictions. This project is planned as part of the 2026 Health and Human Services Bond
Referendum.
10. Hybla Valley Childcare Center (Franconia District): $10,000,000 has been approved to
support the construction of a childcare center at the Hybla Valley Community Center. The
childcare center is projected to be approximately 11,000 square feet and will have two outdoor
playgrounds. The center will have seven classrooms and can provide care for 86 children. There
will be three pre-K classrooms to accommodate 18 children each, and four Infant/Toddler
classrooms, to accommodate eight children each. Funding to support this project was
transferred from Fund 40045, Early Childhood Birth to 5 as part of the FY 2024 Carryover
Review.
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11. Hybla Valley Community Center (Franconia District): $6,000,000 has been approved for the
Hybla Valley Community Center. In April 2020, Fairfax County purchased the Mount Vernon
Athletic Club to establish a multi-service community center to meet the immediate needs in the
area. The center provides recreation, youth programs, and other equitable, accessible, and
effective resources for the community. Initial renovations and upgrades were completed, and
the facility opened in early 2022. Funding was provided for initial recreational programming and
conceptual design of the facility, which includes a community and childcare center, athletic field,
and associated site improvements. Funding of $3,000,000 was approved to establish a
workforce development center, which focuses on skilled trades and technology-focused
trainings. This center is operational and provides training opportunities in emerging technology
fields, such as robotics, drone use, 3D printing, laser cutting, and computer programming, as
well as skilled trades such as welding. It also serves as a business incubation and job placement
center for major employers in the area by pairing training programs with job openings for in-
demand fields of work. Additional funding of $3,000,000 was approved for long-term facility
enhancements.
12. Kingstowne Childcare Center (Franconia District): $9,500,000 was approved to support
construction of a new childcare center at the Kingstowne Complex. The Kingstowne Complex
will collocate the Franconia Police Station, the Franconia District Supervisor’s Office, the
Franconia Museum, the Kingstowne Library, an active adult center, and a childcare facility. The
complex will also include garage parking and a County fueling station. This funding for a 10,000
square foot childcare space to provide affordable, high quality, full-time early childhood services
for 78 children ages birth to five years, including children whose families have low-to-moderate
incomes. Funding of $5.0 million was transferred from Fund 40045, Early Childhood Birth to 5,
based on available year-end balances and the remaining funding of $4.5 million was supported
by the General Fund. This project is currently in the construction phase.
13. McLean Community Center Improvements (Dranesville District): $68,000 will support
improvements at the Old Firehouse Center in FY 2026.
14. Original Mount Vernon High School Building Renovation (Mount Vernon District):
$103,650,000 has been approved to fund the renovation of the Original Mount Vernon High
School (OMVHS) Building and associated site work. This project includes
building studies, redevelopment master planning, design and construction for
interim occupancies, and the renovations and adaptive reuse of the historic
Original Mount Vernon High School facility. The 140,000 square foot facility,
constructed in 1939, was vacated in 2016 at the conclusion of a long-term lease.
Immediate occupancy for the use of the gym began in fall 2016 and the
Teen/Senior Program relocated from the Gerry Hyland Government Center to
the renovated space near the gym in spring 2020. As part of the FY 2021 Third
Quarter Review, the Board of Supervisors approved a transfer of all project
balances to a new OMVHS Development LLC project within Fund 81400, FCRHA Asset
Management, in order for the project to be eligible for revenues from the sale of Virginia Historic
Rehabilitation Tax Credits (VHRTCs) to net down the total cost of the project. Funding of $16.65
million has been approved to date and the County’s use of a short-term Line of Credit (LOC) will
fund the remaining $87 million. Construction began in summer 2024 and is scheduled to be
complete in Fall 2026. Following final project construction and reconciliation with the resulting
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VHRTCs, the County will convert the net balance on the LOC to a traditional long-term fixed rate
bond through the EDA.
15. Patrick Henry Shelter - 2016 (Mason District): $17,000,000 will fund the replacement of the
Patrick Henry Shelter. The existing Patrick Henry Shelter provides emergency accommodations
for families experiencing homelessness. It has the capacity to serve nine families at a time. A
new facility is required due to the age of the facility and normal wear and tear from everyday use
of the building. In the new facility, the Department of Housing and Community Development will
leverage the property and services to provide a more effective solution to reducing
homelessness by providing 16 permanent supportive housing units for families in lieu of the
current emergency shelter model. The units will vary in size from two to four bedrooms in an
approximately 25,000 square foot building. The project will improve access to permanent
supportive housing for families experiencing homelessness, who are disproportionately Black or
African American. The project is currently in design with construction scheduled to start in early
2025. This project was approved as part of the 2016 Human Services/Community Development
Bond Referendum in the amount of $12 million, supplemented by other Human Services Bonds
in the amount of $2.0 million and supported by the General Fund in the amount of $3.0 million.
16. Reston Community Center Improvements (Hunter Mill District): $460,000 is included in FY
2026 to support capital improvements to the Center including improvements to the locker rooms
and exterior building switchboard.
17. Reston Town Center North (RTCN) Human Services Center (Hunter Mill District): $170
million is proposed for the Reston Town Center North (RTCN) Human Services Center to replace
the existing North County Health and Human Services Center. This project is part of an overall
master plan for redevelopment of the approximately 47-acre property owned by Fairfax County
and Inova. The Human Services Center would support a consolidation of existing leased spaces
into one facility and provide enhanced, integrated multi-disciplinary services to residents in the
western part of the County. The facility will also provide expanded capacity for daytime drop-in
services associated with the Embry Rucker Shelter. A crisis receiving center, collocated at this
site, will expand capacity to address the behavioral health crisis by providing critical care in the
community. The North County Human Services Center replacement will be part of future phase
development anticipated to be in a 5 to 10-year timeframe. It is anticipated that EDA bonds will
finance this project.
18. SACC Contribution (Countywide): This is a continuing project for which an annual contribution
is funded to offset school operating and overhead costs associated with School-Age Child Care
(SACC) centers. In FY 2026, funding of $1,000,000 is included for the County’s annual
contribution.
19. Springfield Community Resource Center – 2026 (Springfield District): $25,000,000 is
estimated to construct a new community center in the Springfield District, which is the only
County district without a dedicated older adult services site. As a temporary solution, a leased
space in Springfield is anticipated to open in Winter 2025 and will offer senior center
programming. Collocated services for all ages at one location will produce efficiencies and
maximize resources. Potential sites would be near public transportation in the West Springfield
area. Current programs operating in the Burke and West Springfield areas serve over 800
residents annually with 350 participants in session classes. There are waitlists for classes and
requests for additional programming that currently cannot be met. A new facility would enable
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 155
Health and Human Services
program expansion to address ongoing unmet demand. Dedicated Fairfax County sponsored
programs for youth in this area are also an identified community need. This location would be a
collocated facility and provide after-school and weekend opportunities for youth. This project is
planned as part of the 2026 Health and Human Services Bond Referendum.
20. Tim Harmon Campus Renovations - 2026 (Sully District): $40,000,000 is estimated for
renovations at the Tim Harmon Campus. This campus includes A New Beginning, Fairfax Detox
Center, and the Cornerstones Facility, three distinct programs located in a shared facility built in
1994. A New Beginning is an 8–12-week residential substance use treatment program for 35
adults that provides rehabilitation services to adults with substance use disorder and co-
occurring substance use and mental health challenges. Fairfax Detox Center is a 32-bed
residential facility offering a structured, therapeutic environment for individuals to safely detox
from alcohol and other drugs. The Cornerstones facility was built in 1992 and is a 16-bed
residential treatment and community reintegration program for adults with co-occurring
substance use and mental health challenges. On average, between four and seven individuals
wait three to four months for admission. Renovations are required to: replace outdated building
systems, including obsolete food service equipment, plumbing and mechanical systems;
address code compliance issues (including licensure, building code, HIPAA); adapt the building
design for the changing program and service needs; integrate technology, and update the
building design to be more efficient and withstand heavy use. Facility modifications would also
include enlargement of common use space, storage capacity and modernization of facility
security, including fencing, locks, and security systems. Reconfiguration and expansion of the
medication suite will improve secure access to medications and improve capacity to meet
complex treatment regimens for patients with multiple conditions. Incorporating onsite
supportive housing with studio-style units will enable independent living on the campus,
providing an evidence-based approach that enhances the potential for positive clinical outcomes
for clients. This project is planned as part of the 2026 Health and Human Services Bond
Referendum.
21. Tysons Community Center (Hunter Mill District): $43,459,448 has been approved for the
Tysons Community Center. The project is currently in the design phase. This project is being
developed as a partnership between the Department of Housing and Community Development
(HCD), Department of Public Works and Environmental Services (DPWES), Department of
Neighborhood and Community Services (NCS), and a private developer. The Dominion Square
development in Tysons will incorporate an approximately 33,000 square foot community center
that will be operated by NCS. Funding of $1.0 million from the General Fund provided
preliminary design funds and the remaining requirements were funded with EDA bonds.
22. Willard Health Center – 2020 (Fairfax City): $74,585,406 is currently approved to fund the
replacement of the County-owned Joseph Willard Health Center. The Joseph Willard Health
Center (JWHC) is a licensed medical, nursing, dental, pharmacy, speech and hearing, and X-
ray service facility. It also houses the Health Department’s Vital Records division and the Infant
& Toddler Connection (ITC) program. Located within the jurisdictional boundary of the City of
Fairfax, this facility was included in the City’s Master Plan of the Willard-Sherwood sites and is
being designed as part of a joint development with the City of Fairfax. The new project will
include Health and Human Services programs, new City programs and structured underground
parking. The new facility is needed to meet current and future service demands and because
the JWHC is centrally located, it is the single site for several Health Department (HD) services.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 156
Health and Human Services
These services include Pharmacy, AIDS Drug Assistance Program, and Central Reproduction
and the site is also used as the agency COOP site for clinical services that are critical to allow
the HD to provide essential services in the event of an emergency or during operational
interruptions like the COVID-19 pandemic. These essential services are vital to maintaining the
overall health of residents and for prevention of disease outbreaks that could impact residents
of Fairfax County. The facility will also include a new childcare center for 124 children, ages birth
to five years, whose families have low-to-moderate incomes. This project was approved as part
of the 2020 Community Health and Human Services Bond Referendum in the amount of $58.0
million. Additional funding includes General Fund support of $10.0 million that was approved as
part of the FY 2023 Third Quarter Review, $3.0 million that was approved as part of the FY 2023
Carryover Review, and $3,585,406 that has been received, to date, from the City of Fairfax.
This project is currently in the design phase.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 157
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Community Center Courts
Renovations
G, X C$350 $350 $350 $350 $1,400 $1,750 $3,150
CC-000017
2
Crisis Services Facility U $0 $0 TBD
TBD
3
Crossroads Renovation - 2020 B $1,760 $8,000 $11,000 $7,000 $5,918 $31,918 $33,678
HS-000050
4
CSB Facility Retrofits G $10,407 $0 $10,407
HS-000038
5
Early Childhood Education
Initiatives - 2026
B$0 $5,000 $5,000 $5,000 $5,000 $20,000 $5,000 $25,000
HS-000024
6
Eleanor Kennedy Shelter - 2016 B $1,770 $650 $3,700 $2,900 $980 $8,230 $10,000
HS-000019
7
Embry Rucker Shelter - 2016 B, X $100 $500 $500 $600
HS-000018
8
Fair Ridge Shelter B, X $4,100 $0 $4,100
TBD
9
Health Department Laboratory -
2026
B$0 $1,500 $3,000 $19,500 $11,000 $35,000 $35,000
TBD
10
Hybla Valley Childcare Center G $10,000 $0 $10,000
HS-000069
11
Hybla Valley Community Center G $6,000 $0 $6,000
CC-000022
12
Kingstowne Childcare Center G $9,500 $0 $9,500
HS-000054
13
McLean Community Center
Improvements
XC$68 $68 $68
CC-000006
14
Original Mount Vernon High School
Building Renovation
G, X $16,650 $30,000 $30,000 $27,000 $87,000 $103,650
HF-000178, Fund 81400
15
Patrick Henry Shelter - 2016 G, B $4,800 $8,000 $4,000 $200 $12,200 $17,000
HS-000021
($000's)
Health and Human Services
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 158
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Health and Human Services
Project Cost Summaries
16
Reston Community Center
Improvements
XC$460 $460 $460
17
RTCN Human Services Center X $0 $170,000 $170,000 $170,000
TBD
18
SACC Contribution G C $1,000 $1,000 $1,000 $1,000 $1,000 $5,000 $5,000 $10,000
2G25-012-000
19
Springfield Community Resource
Center - 2026
B$0 $1,200 $2,500 $12,000 $9,300 $25,000 $25,000
TBD
20
Tim Harmon Campus Renovations -
2026
B$0 $1,500 $3,000 $19,500 $16,000 $40,000 $40,000
TBD
21
Tysons Community Center G, X $43,459 $0 $43,459
CC-000026
22
Willard Health Center - 2020 B, X $5,920 $22,790 $25,210 $16,680 $3,985 $68,665 $74,585
HS-000051
Total $114,466 $71,468 $84,460 $68,630 $68,233 $212,650 $505,441 $11,750 $631,657
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
CC-000001, CC-000002, CC-000008
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 159
Housing Development
The Department of Housing and Community Development (HCD) serves the people of Fairfax
County by creating housing opportunities to promote inclusive and thriving communities. HCD has a
vision where Fairfax County is a community everyone can afford to call home. HCD staff also serve
as staff to the Fairfax County Redevelopment and Housing Authority (FCRHA).
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Housing Element countywide objectives 1-6 and
Economic Development Element objective 5 as shown below:
• The County should increase the supply of affordable housing units each year by an amount that
is equal to at least 12 percent of the total housing production in the County for the previous year.
These units should serve the full range of incomes of households needing price-appropriate
housing and should include units that meet the needs of people with disabilities.
• The County should encourage the provision of price-appropriate housing affordable for all
income levels in all parts of the County.
• The County should conserve stable neighborhoods and encourage rehabilitation and other
initiatives that will help to revitalize older neighborhoods.
• The County should maximize the use of federal and state housing assistance programs.
• The County should increase the supply of housing available to people with intellectual,
developmental, and physical disabilities, families and individuals who are/were unhoused, and
seniors with low- and moderate-incomes.
• Redevelopment should aim to preserve existing market and committed affordable rental
multifamily housing units.
• Provide a superior quality of life for county residents and business personnel.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024;
Housing, Amended through 9-10-2024; Economic Development, Amended through 3-4-2014
Affordable housing is needed in the County to serve households with low- to moderate- incomes, in
both the rental and homeownership markets. It has become increasingly difficult for many
households to find housing they can afford in the County. Individuals and families with low-income
levels face the greatest challenge finding affordable housing. The Communitywide Housing Strategic
Plan identified a need for an additional 15,000 net new housing units, affordable to households at 60
percent of the AMI and below, over the 15 years between 2018 and 2033. These households are
critical members of the workforce and an essential component of the local economy. As such, it is
essential to ensure the availability of sufficient affordable housing, so these essential employees
have an opportunity to live and work in the County. To partially address this need, in 2022, the Board
of Supervisors doubled its housing production goal by committing to provide 10,000 units of
affordable housing by 2034.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 160
Housing Development
To partially address this need, in 2022, the Board of Supervisors doubled its housing production goal
by the commitment to provide 10,000 net new affordable housing units by 2034. As part of this
commitment, the Board has provided budget guidance to increase the level of funding to the
Affordable Housing Development and Investment Fund (AHDI) to the equivalent of two pennies on
the real estate tax rate in the next two years to support this goal. The FY 2026 Adopted Budget Plan
works toward this funding goal, proposing an increase in the AHDI funding from the equivalent of
one-penny to one-penny and a quarter, or $0.0125 on the real estate tax. In addition, the County and
FCRHA continue to explore opportunities to utilize County land for affordable housing purposes and
to colocate affordable housing with other County services.
Key to achieving the goals set forth in the Communitywide Housing Strategic Plan is the FCRHA’s
pipeline of affordable housing development projects. The following provides an overview of these
projects by status (delivered, under construction, pre-development, or conceptual/planning phase).
Additional information on HCD & FCRHA’s work to achieve the 10,000 net new affordable housing
unit goals can be found at: https://www.fairfaxcounty.gov/housing/AffordableHousingDashboard.
PROJECTS COMPLETED
Project
District
Project Type
No.
Units
Status
North Hill
Mt. Vernon
New - PPEA
279
Delivered
Ovation at Arrowbrook
Dranesville
New – Finance
274
Delivered
Oakwood
Franconia
New - PPEA
150
Delivered
One University
Braddock
New - PPEA
240
Delivered
Ilda’s Overlook
Braddock
New – Finance
80
Delivered
The Arden
Mt. Vernon
New – Finance
126
Delivered
ADUs/WDUs at or below 60%
AMI Affordability
Countywide
76
Delivered
FCRHA Financed Scattered Site
Units at or below 60% AMI
Countywide
73
Delivered
Total
1,298
PROJECTS UNDER CONSTRUCTION
Project
District
Project Type
No.
Units
Delivery
Status
Autumn Willow Senior
Springfield
New - PPEA
150
Early 2025
Somos at McLean Metro
Providence
New Acquisition/Finance
456
End 2026
Exchange at Spring Hill Metro
Hunter Mill
New Acquisition/Finance
516
End 2027
Residences at Govt Center II
Braddock
New – PPEA
279
Early 2027
Little River Glen IV
Braddock
New – HCD/FCRHA
60
Early 2026
Total
1,461
Little River Glen I Reno1
Braddock
Preservation
120
End 2025
1Little River Glen I Renovation is a preservation project and not included in the total count as new affordable housing units.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 161
Housing Development
PROJECTS IN PRE-DEVELOPMENT PHASE
Project
District
Project Type
No.
Units
Delivery
Status
Franconia GC
Redevelopment
Franconia
New - PPEA
120
Preparing for
Entitlement
West Ox/Route 50
Sully
New - PPEA
34
Entitlement
Telestar
Providence
New-Partnership
80
Closing May 2025
Kindred Crossing
(at First Christian
Church)
Mason
New – Financing
95
Financing in
development
Beacon Landing
(Former Lamb Center)
Fairfax
City
New – Financing
54
Financing in
development
Agape House (Senior)
Sully
New – Financing
250
Applying for 9%
Tax Credits
East County
Mason
New - PPEA
160
Solicitation
Released
Innovation/Dulles Green
Dranesville
New - PPEA
250
Solicitation
Released
Total
1,043
Stonegate Village1
Hunter Mill
Preservation
234
Design/Financing
in Development
1Stonegate Village is a preservation project and not included in the total count as new affordable housing units.
PROJECTS IN CONCEPTUAL/PLANNING PHASE
Projects
District
Project Type
Est. No.
Units
Status
James Lee
Homeownership
Mason
New
2
Planning
Chantilly Library
Sully
New - PPEA
200
Planning
Centreville
Sully
New – PPEA
140
Planning
Judicial Center
Providence –
Fairfax City
New - PPEA
250
Planning
Crescent
Redevelopment
Hunter Mill
Preservation & New –
PPEA
TBD
Planning
Total Potential
New
Over 600
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 162
Housing Development
Equity Review and Initiatives
The Fairfax County Strategic Plan envisions Fairfax County as a place where all people live in
communities that foster safe, enjoyable, and affordable living experiences. Increasing the supply of
affordable housing opportunities is the critical foundation to support stability and success of all
residents, businesses, and places within Fairfax County. As a provider, developer, and financer of
affordable housing, HCD sets policies and establishes practices to eliminate social and racial
disparities in access to safe, stable, and affordable housing options throughout the County. HCD
implements and adopts equitable organizational practices in partnership with those most impacted
by social, racial and economic disparities in housing and community development, through
community outreach and engagement practices.
1. ADA Compliance – Housing (Countywide): $1,555,791 is planned for the
improvements/modifications needed for FCRHA properties in order to comply with the
Americans with Disabilities Act (ADA) settlement between the Board of Supervisors and the
Department of Justice. Properties such as Braddock Glen; Leland House Group Home; Minerva
Fisher Hall Group Home; Mondloch House Group Home; Patrick Street Group Home; Rolling
Road Group Home; Sojourn House Group Home; 3700 Pender Drive; and Wedgewood
Apartments had modifications implemented in order to meet ADA compliance standards. Fifty-
one FCRHA units in properties across the county were modified to Uniform Federal Accessibility
Standards. FY 2026 funding of $50,000 has been included to continue to implement
improvements.
2. Housing Blueprint Project (Affordable Housing) (Countywide): This is an ongoing program,
allocating funding through an annual competitive selection process, NOFA, which leverages the
Blueprint project funds with other financing opportunities from federal, state, and local funds
such as affordable housing proffers dedicated to specific geographic areas or special
populations, and private resources. This also includes a competitive selection process, PPEA,
for ground leasing of FCRHA properties for private development of affordable housing for special
needs populations and low-income working families. Additional information on the Blueprint
Program can be found at Housing Blueprint | Housing and Community Development
(fairfaxcounty.gov). FY 2026 funding of $37,745,881 has been included for the Affordable
Housing Program.
3. Planning and Needs Assessment (Countywide): $4,500,000 is planned to fund pre-
development due diligence, needed to determine the feasibility of potential sites, and conceptual
planning activities for the development or redevelopment of affordable housing. FY 2026 funding
of $900,000 has been included for planning and needs assessments.
Equity
Initiatives
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 163
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
ADA Compliance - Housing G $1,056 $50 $50 $50 $50 $50 $250 $250 $1,556
HF-000036
2
Housing Blueprint Project
(Affordable Housing)
RC $37,746 $37,746 $37,746 $37,746 $37,746 $188,730 $188,730
2H38-180-000
3
Planning and Needs Assessment R C$900 $900 $900 $900 $900 $4,500 $4,500
2H38-226-000
Total $1,056 $38,696 $38,696 $38,696 $38,696 $38,696 $193,480 $250 $194,786
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
HTF Housing Trust Fund
R Real Estate Tax Revenue
S State
U Undetermined
X Other
($000's)
Housing Development
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 164
te
To provide a diverse system of regional park lands and
recreational facilities that meet the needs of a dynamic and
growing population and enhance leisure time opportunities for
Northern Virginians.
To protect and balance and development of regionally
significant resources through acquisition and protection of
exceptional natural, scenic, environmental, historic, cultural,
recreational, or aesthetic areas.
To provide high quality park and recreation facilities by
maintaining their integrity and quality with careful
development, operation, and maintenance practices.
To provide leadership in the planning and coordination of
regional park and recreation projects.
To maintain sound fiscal management and long-term financial
stability and solvency.
To provide residents with a park system that will meet their
needs for a variety of recreational activities.
To establish full opportunity for all residents and visitors to
make constructive use of their leisure time through the
provision of recreational and cultural programs within safe,
accessible, and enjoyable parks.
To serve as the primary public mechanism for the
preservation of environmentally sensitive land and water
resources and areas of historic significance.
To preserve, restore, and exhibit the County's historical
heritage.
To systematically provide for the long-range planning,
acquisition, and orderly development of a quality park system
that keeps pace with the needs of an expanding population.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 165
NOVA Parks
The Northern Virginia Regional Park Authority (NOVA Parks) was founded in 1959 under the Virginia
Park Authorities Act. Currently there are six jurisdictional members: the counties of Arlington, Fairfax,
and Loudoun and the cities of Alexandria, Fairfax, and Falls Church. NOVA Parks enhances the
communities of Northern Virginia and enriches the lives of their residents through the conservation
of regional natural and cultural resources. It provides diverse regional recreational and educational
opportunities and fosters an understanding of the relationships between people and their
environment. Regional parks supplement local facilities and are distinguished from county and local
parks in that they are designed to appeal to and serve the broad-based population of the entire
Northern Virginia region or may be of a size or scope that a single jurisdiction could not undertake
alone. The Washington and Old Dominion (W&OD) Railroad Regional Park, which extends from
Alexandria through Arlington, Falls Church, Fairfax, and Loudoun, is just one example of many NOVA
Parks facilities that have region wide characteristics.
NOVA Parks now owns, leases, and holds easements on 13,000 acres of land, of which 8,591 acres
are in Fairfax County. The Regional Park system serves a population of 2 million people. Parklands
within the system include: Aldie Mill, Balls Bluff Battlefield, Battle of Upperville/Goose Creek Bridge,
Carlyle House, Mount Defiance, Mount Zion, and Tinner Hill Historic Parks, Meadowlark Botanical
Gardens, the W&OD Trail (Washington and Old Dominion Railroad Regional Park), Algonkian, Ball’s
Bluff Battlefield, Blue Ridge, Brambleton, Bull Run, Bull Run Marina, Cattail Ordinary, Cameron Run,
Fountainhead, Gateway, Gilbert’s Corner, Hemlock Overlook, Occoquan, Pohick Bay, Potomac
Overlook, Red Rock, Sandy Run, Seneca, Springdale, Temple Hall Farm, Upton Hill, Piscataway
Regional Park, Beaverdam Reservoir Park, the Upper Potomac properties, the Rust Sanctuary,
Webb Sanctuary, and Winkler Botanical Preserve.
In its conservation role, NOVA Parks is involved in implementing portions of the Environmental
Quality Corridors concept, which defines an open space land system designated for long term
protection in the County. In this role, NOVA Parks places emphasis on acquisition of the shoreline
properties along the Potomac, Bull Run and Occoquan Rivers, while the Fairfax County Park
Authority (FCPA) concentrates on acquiring land along the County's interior stream valleys.
From FY 2020 through FY 2024, NOVA Parks received $26,601,863 in support from its regional
membership jurisdictions, plus an additional $39,223,279 in grants, donations, bonds, and other
capital revenue, representing an actual capital program level of $65,825,142. Accomplishments
during these years include, as examples: comfort station renovations at Bull Run and Pohick Bay
campgrounds; HVAC and fire suppression upgrades at Carlyle House; construction of a conservatory
at Meadowlark Botanical Gardens; opening of the dual pedestrian and cyclist trails on the W&OD in
Falls Church; renovation of the Nature Center at Potomac Overlook Regional Park; design and
construction of the new Beaverdam Reservoir Park; development of Cameron Run Winter Village;
improvements to rowing facilities at Sandy Run; acquisition of Springdale Regional Park, Winkler
Botanical Preserve and Cattail Regional Park; improvements to the Bull Run Festival of Lights;
linkage of local trails with the W&OD Trail; golf course improvements at Pohick Bay, Brambleton and
Algonkian, dock replacement at Pohick Bay, Fountainhead Marina renovations and ongoing
renovations and upgrades to existing roads, parking, and restroom facilities.
A portion of the capital improvement program includes the repair and renovation of existing and aging
facilities, such as roof replacements, road repairs, replacement of mechanical systems, and similar
work to preserve and repair existing facilities. Additional elements of the CIP include land acquisition,
Americans with Disabilities Act (ADA) improvements, energy improvements, expansion of existing
facilities, and new features to meet the needs of the region.
Program
Description
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 166
Northern Virginia Regional Park Authority (NOVA Parks)
NOVA Parks’ Capital Fund revenues consist primarily of capital appropriations received from the six-
member jurisdictions. Fairfax County’s contribution for FY 2026 is approved at $3.57 million. Funds
for FY 2027 and beyond have not been formally allocated to specific projects and the following
schedule lists only projects planned for FY 2026.
1. ADA Improvements (Region-wide): $200,000 for accessibility improvements throughout the
park system.
2. Algonkian Regional Park – Water Park and Cottages (Loudoun County): $830,000 for
permitting and construction of new water park features and waterlines as well as renovations to
rental cottages.
3. Beaverdam Reservoir Park (Loudoun County): $300,000 for the development of a marina
facility, trails, picnic shelters, and boat storage.
4. Bull Run Light Show (Fairfax County): $110,000 to add additional lighting features and install
underground electrical extensions to reduce generator use.
5. Bull Run Atlantis Waterpark (Fairfax County): $800,000 for design, permitting and
construction of renovations and new pool equipment to replace aging pool features.
6. Cameron Run Ice and Lights (City of Alexandria): $75,000 for additional winter village
enhancements and improvements.
7. Cameron Run Great Waves Waterpark (City of Alexandria): $100,000 for upgrades to
parking and miscellaneous repairs and renovations to buildings and facilities
8. Carlyle House Renovation (City of Alexandria): $75,000 for miscellaneous improvements
and garden renovations.
9. Cattail Ordinary (Loudoun County): $200,000 for the development of an entrance, parking,
and trail system for a recently donated 86-acre park.
10. Fountainhead Marina Renovation (Fairfax County): $200,000 to improve access to fishing
piers and install a new floating launch dock.
11. Golf Course Improvements (Region-wide): $345,000 for capital improvements at all NOVA
Parks golf courses.
12. Headquarters (Fairfax County): $65,000 for automated systems and building renovations.
13. Habitat Restoration and Invasive Species Removal (Region-wide): $75,000 for tree
plantings, invasive species removal, and habitat restoration initiatives.
14. Land Acquisition (Region-wide): $400,000 for land and easement purchases, to be
supplemented by grant funds.
15. Meadowlark Botanical Gardens (Fairfax County): $90,000 to expand and improve gardens,
including the children’s garden.
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 167
Northern Virginia Regional Park Authority (NOVA Parks)
16. Meadowlark Botanical Gardens – Walk of Lights (Fairfax County): $110,000 to add
additional lighting features and enhancements to the light show experience.
17. Miscellaneous Improvements (Region-wide): $523,000 for capital maintenance projects,
interpretive and signage improvements, rental house maintenance, branding and other
maintenance not specifically assigned to a particular public use facility or park location.
18. Occoquan Regional Park (Fairfax County): $50,000 for the planning and design and possible
grant match for a mountain bike trail.
19. Park Development Support and Planning (Region-wide): $1,093,936 for staffing, project
management, development, planning, and strategic initiatives.
20. Park Energy Projects (Region-wide): $350,000 for various projects to increase the energy
efficiency of parks including new AC systems, solar power, and EV charging stations.
21. Park Road and Parking Renovation and Maintenance (Region-wide): $321,497 for the
ongoing maintenance and improvement of road and parking facilities.
22. Pohick Bay and Bull Run Camp Improvements (Fairfax County): $100,000 for various
miscellaneous improvements.
23. Pohick Bay Marina (Fairfax County): $250,000 to design, permit and construct a new floating
dock to provide safer water access to boaters.
24. Pohick Bay Pirate’s Cove Waterpark (Fairfax County): $100,000 for renovation to pools and
equipment.
25. Temple Hall Farm Regional Park (Loudoun County): $15,000 for seasonal event facility
improvements.
26. Vehicles and Equipment (Region-wide): $1,150,000 for capital equipment at all parks, central
maintenance, and headquarters.
27. W&OD Railroad Regional Park (Fairfax, Arlington, Loudoun Counties and Cities of Fairfax
and Falls Church): $400,000 for various trail enhancements including widening and repairs
including the redesigning and constructing the trail’s crossing of Shreve Road.
28. Waterpark Maintenance (Region-wide): $500,000 for renovations and repairs at all NOVA
Parks waterparks including Volcano Island (Loudoun County), Great Waves (City of Alexandria),
Dunes (Arlington County), and Atlantis (Fairfax County).
29. Winkler Botanical Preserve (City of Alexandria): $400,000 for the improvement and
maintenance of existing donated facilities as well as design and engineering for parking
expansion.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 168
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
ADA Improvements
(Region-wide)
GC$200 $200 $200
2
Algonkian Regional Park (Loudoun
County)
GC$830 $830 $830
3
Beaverdam Reservoir Park
(Loudoun County)
GC$300 $300 $300
4
Bull Run Light Show
(Fairfax County)
GC$110 $110 $110
5
Bull Run Atlantis Waterpark
(Fairfax County)
GC$800 $800 $800
6
Cameron Run Ice and Lights (City
of Alexandria)
GC$75 $75 $75
7
Cameron Run Great Waves
Waterpark (City of Alexandria)
GC$100 $100 $100
8
Carlyle House Renovation
(City of Alexandria)
GC$75 $75 $75
9
Cattail Ordinary
(Loudoun County)
GC$200 $200 $200
10
Fountainhead Marina Renovation
(Fairfax County)
GC$200 $200 $200
11
Golf Course Improvements (Region-
wide)
GC$345 $345 $345
12
Headquarters
(Fairfax County)
GC$65 $65 $65
13
Habitat Restoration and Invasive
Species Removal (Region-wide)
GC$75 $75 $75
14
Land Acquisition
(Region-wide)
GC$400 $400 $400
15
Meadowlark Botanical Gardens
(Fairfax County)
GC$90 $90 $90
16
Meadowlark Botanical Gardens -
Walk of Lights (Fairfax County)
GC$110 $110 $110
($000's)
NOVA Parks
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 169
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
NOVA Parks
Project Cost Summaries
17
Miscellaneous Improvements
(Region-wide)
GC$523 $523 $523
18
Occoquan Regional Park (Fairfax
County)
GC$50 $50 $50
19
Park Development Support and
Planning (Region-wide)
GC $1,094 $1,094 $1,094
20
Park Energy Projects
(Region-wide)
GC$350 $350 $350
21
Park Road and Parking Renovation
and Maintenance (Region-wide)
GC$321 $321 $321
22
Pohick Bay and Bull Run Camp
Improvements (Fairfax County)
GC$100 $100 $100
23
Pohick Bay Marina
(Fairfax County)
GC$250 $250 $250
24
Pohick Bay Pirates Cove Waterpark
(Fairfax County)
GC$100 $100 $100
25
Temple Hall Farm Regional Park
(Loudoun County)
GC$15 $15 $15
26
Vehicles and Equipment (Region-
wide)
GC $1,150 $1,150 $1,150
27
W&OD Railroad Regional Park
(Loudoun County)
GC$400 $400 $400
28
Waterpark Maintenance
(Region-wide)
GC$500 $500 $500
29
Winkler Botanical Preserve
(Alexandria)
GC$400 $400 $400
Total Project Cost $9,228 $7,890 $7,110 $7,360 $7,580 $38,919 $38,919
Total Fairfax County $3,578 $3,605 $3,641 $3,678 $3,715 $18,217 $18,217
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 170
Park Authority
The Fairfax County Park Authority (FCPA) Board is responsible for the operation of the Park
Authority’s natural, cultural and recreational resources. The Board is composed of one member,
appointed by the County Board of Supervisors from each of the County's nine supervisory districts,
and three appointed at large. Since its establishment in 1950, the Park Authority has acquired almost
ten percent of the land in Fairfax County, including 422 parks, approximately 342 miles of trails, and
many recreation and nature centers, along with culturally significant historic sites. Over the past
several decades, proceeds from bond referenda have been used to both construct new facilities and
amenities and renovate existing infrastructure. Grants from the state and federal governments
supplement funds on a limited basis; however, gifts and donations from individuals, community
organizations, corporations and foundations are an increasingly important source of funding for
community improvements. Partnerships have also provided a level of community engagement and
investment in the parks that represent the interests of the community. Beyond these sources of
support, general park and amenity maintenance has been supported by the County General Fund
while revenue facility improvements have been supported by net revenue from the fee-based
activities.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Parks and Recreation Element’s objectives 1-6 as shown
below:
• Identify and serve current and future park and recreation needs through an integrated park
system that provides open space, recreational services and facilities, and stewardship of
natural and cultural resources.
• Protect appropriate land areas in a natural state to ensure preservation of significant and
sensitive natural resources.
• Protect and preserve significant cultural resources on parklands.
• Provide for current and future park and recreational needs through a combination of
development of new and existing sites and the optimal use of all existing facilities.
• Ensure the long-term protection, preservation and sustainability of park resources.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024 and
Policy Plan - Parks and Recreation, Amended through 3-4-2014
The Park Authority has several initiatives currently underway:
Land Acquisition: The Park Authority continues to seek opportunities for land acquisition to promote
equity, to enhance recreation opportunities, and to protect natural and cultural resources. In FY 2024,
the cumulative level of parkland increased by 20.45 acres for a total of 23,869 acres. FCPA expanded
the Flatlick Run Stream Valley Park and completed the final conveyance for full ownership of Belle
Haven Park. In addition, Quander and Fairchild parcels were conveyed to the Park Authority.
Reinvestment in an Aging System: The Park Authority is focused on reinvesting in the existing parks,
facilities, and natural and cultural resources. The focus is to keep an aging system engaging,
operational, safe, and available to County residents. Based on resident surveys, reinvestment in the
park system or “taking care of what we have” is the most important capital investment for FCPA.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 171
Park Authority
Parks are an essential service to the community and residents and visitors recognize the importance
of a high-quality park system. The levels of use witnessed during the pandemic have sustained and
are expected to continue to increase into the future. To meet the community’s expectations, and the
growth and complexity of the park system, continued increases in financial support for reinvestment
will be required. Many park facilities are 30-40 years old, and deferred maintenance system wide is
estimated at $201 million. Even with consistent investment of approximately $6 million in each of the
last three years, the deferred maintenance backlog continues to grow. Without a significant
reinvestment in building and park infrastructure many of these older parks will fall into a state of
deteriorating condition and functionality and repair/operating costs will increase.
Central to the focus on recreation activities, the Park Authority’s Rec Centers have entered a phase
where on-going renovations and replacement is necessary. With five Rec Centers constructed
between 1977 and 1982; three between 1987 and 1988; and one in 2005, the useful lives of the
structures have long since passed. FCPA is challenged with how to keep these buildings operational,
safe, and inviting, while also conducting general maintenance and planning for the capital
replacement cycle. In 2018, the Park Authority completed a System-wide Sustainability Plan for Rec
Centers that identified strategies to maximize operational effectiveness, improve community
responsiveness, and ultimately ensure the long-term financial sustainability of the Rec Center system
through a series of capital improvements. The plan outlined a course of action for capital
improvements at each Rec Center to maximize the sustainability of the overall system.
As the Plan forewarned, delays in replacing these Rec Centers, results in more expensive
maintenance. Mount Vernon Rec Center was almost forced to close just months before the planned
renovation was set to begin as the HVAC and electrical systems were failing. The Park Authority is
now close to celebrating the re-opening of Mount Vernon Rec Center as a brand-new facility in 2025,
46 years after it originally opened. Staff have continued to work through the Sustainability Plan and
have updated the information with extensive assessments to identify a tiered approach to keeping
the centers operational until they are scheduled for capital replacement. The backlog of urgent
deferred maintenance projects is estimated at nearly $10 million per Rec Center. While The Park
Authority works to keep the centers open, a new phase of capital projects is beginning, including the
Mount Vernon Rec Center, followed by the Audrey Moore Rec Center. Staff anticipate that at least
one Rec Center will be the major focus of each bond cycle going forward. Additional progress
towards the overall improvements is currently estimated at $256,594,000 which includes escalation
for a seven-year period with projects that began in 2022.
Parks, Recreation, Open Space and Access Strategy: In 2023, the Park Authority Board adopted the
Parks, Recreation, Open Space and Access (PROSA) Strategy, which is a data-driven approach
designed to help achieve equitable park access throughout the county. The PROSA Strategy has
four elements: to improve 10-minute walk access to FCPA parks, to enhance access to complete
park experiences, to enrich habitat connectivity between environmental corridors, and to analyze and
prioritize recreation needs and projects with an equity lens. The Park Authority is utilizing the PROSA
Strategy in a variety of ways and practices. For example, the PROSA Strategy is utilized in the
selection of park plans for development, the Capital Improvement Program, evaluation of potential
parkland acquisitions, the assessment of Mastenbrook Grant program applications, and bond
planning. In addition, the PROSA Strategy is being incorporated in other County plans, including the
Urban Desing Guidelines for Community Revitalization Districts and Areas, and as part of the
upcoming Comprehensive Plan policy updates.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 172
Park Authority
Recently completed improvements include:
Athletic Field Improvements: As part of the County’s lifecycle replacement of synthetic turf fields, the
following fields were completed in the past year: Loisdale Field; Ken Lawrence Fields 1 and 2; Sully
Highlands Fields 1 and 2; and Ellanor C. Lawrence Fields 2 and 3. Staff are continuing to implement
the recommendations from the 2022 Girls’ Fastpitch Softball Equity Action Plan Review
Team (APRT). Current projects include renovating the girls’ softball fields at Wakefield
Park to include field renovations, new fencing, new lighting, renovated dug-outs,
stormwater mitigation, and upgraded backstops.
Trail Improvements: Trails continue to be one of the most used amenities in the park
system. Bond projects, including Rocky Run Bridge, Pohick Stream Valley Trail, and
the Island Creek/Amberleigh Trail have completed design and permitting and are
preparing to move to construction. Further design and permitting work were also
completed on the Royal Lake trail projects, the MLK Park Trail, and the Colvin Run Mill
Trail, while development work has begun on the Quander Road bridges. Studies of
potential bridge replacements occurred in several parks utilizing Board of Supervisors-approved
transportation funding, including Deerlick, Rocky Run, Frog Branch, Grist Mill, Fred Crabtree, and
Pimmit Run Stream Valley parks. As a result, repairs were completed on one bridge in Rocky Run
Stream Valley Park with replacement recommendations are being implemented for the others. In
addition, a total of 5 miles of trail maintenance and improvements were performed at several parks
utilizing Board of Supervisors-approved transportation funding, including Hollin Hall, Wolf Trails,
South Run, Cub Run, Lake Mercer, Peterson Lane, Nottoway, Mount Eagle, Foxstone, Tysons
Woods, Munson Hill, and Huntsman parks. FCPA is currently working on the MLK trail and boardwalk
design to allow access closer to the water, the Colvin Run Trail, and the Quander and Fairchild trail
enhancements.
Woodland Stewardship Education Center (SEC): Designed to wow adults and children alike this
interpretive facility demonstrates principles of environmental stewardship that make a world of
difference in the way people interact with and affect the natural environment. From the use of
reclaimed construction materials and sustainable energy and water sources to experimentation with
simple machines and natural observation spaces, the stewardship education center provides an
incredible teaching platform for demonstrating technologies and processes that can reshape
the individual relationship with the environment. The facility features include an interpretive center
with multipurpose spaces, kitchen and restroom: an education kiosk and plumbing room; an outdoor
amphitheater and observation deck; a large STREAM (science, technology, recreation, engineering,
arts, and math) activity play space with connecting trails; native planting and site improvements.
North Hill Park: The Park Authority celebrated the completion of the 12-acres of community park and
marked a significant milestone in the transformation of North Hill from an underutilized parcel to a
vibrant residential community with an accessible park and affordable housing at its core. The park
consists of a playground, outdoor fitness area, basketball and pickleball courts, a large open lawn,
pavilion, and accessible trails throughout the property. This ties the surrounding neighborhoods
together and adds to the quality of life enjoyed by all and brings outdoor recreation opportunities to
a densely populated area that previously had few such amenities.
Inline Skate Rink at Lake Fairfax: The inline skate rink at Lake Fairfax Park boasts an 85-foot-by-
185-foot rink with player boxes, penalty boxes, hockey goals and bleachers. The rink, constructed
with sport floor tiles on an asphalt pad, is ideal for roller hockey and skating, with easy maintenance
and modular tile replacement. The project was made possible in partnership with the Washington
Capitals.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 173
Park Authority
Ellmore Farmhouse: The Park Authority, with community partners ServiceSource, celebrated the
completion of the restoration of Ellmore Farmhouse located at Frying Pan Farm Park. The historic
farmhouse included in the Resident Curator Program inventory, has been renovated by
ServiceSource to provide opportunities for participants in their program to tend a garden, interact
with farm animals, serve as guides for tours of the historic house and participate in a variety of other
therapeutic and recreational activities. In addition, the Blossom Café and Bloom Gift Shop located in
the building will provide opportunities for employment. This renovation was completed without any
government funding.
Laurel Hill Central Green: The new restroom facility officially opened at Laurel Hill Central Green in
June. The restroom facility was installed as part of a two-phase development project at Laurel Hill’s
Central Green. Phase 1 included an asphalt loop road with parking, four large picnic shelters, an
accessible asphalt trail, meadow conservation areas and related site work, including utilities and
stormwater management. Phase 2 included the installation of the new restroom building, an ADA
compliant walkway with related utilities and a sanitary line to the pump station at the Lorton
Workhouse.
Lake Accotink Playground: A playground replacement and upgrade at Lake Accotink Park was also
completed. The new play space features a variety of equipment for children of all ages and abilities.
The design includes a tower play structure with a winding slide, boulder climber, four swings, net
climber, playhouse, dragonfly teeter-totter, musical panels, and tactile and visual features to provide
children with a variety of play experience.
Cub Run Childcare Space: As part of the ongoing implementation of recommendations from the 2016
Sustainability Plan, the Cub Rub Rec Center is now home to a vibrant childcare space that provides
a fantastic option for parents of children ages 6 months to 10 years to enjoy a workout, swim laps,
relax in the spa, or participate in a variety of class offerings while their children are kept entertained
and engaged within the new space.
Patriot Park North: The new Press Box Concession with commercial kitchen was completed at Patriot
Park North.
Environmental and Sustainability Improvements: As part of the ongoing commitment to work through
the Park Authority’s deferred maintenance issues, staff are also focused on improving the
environmental impact when renovations and upgrades occur. This was accomplished through
replacing irrigation systems at all park golf courses and various athletic fields; upgrading and
ensuring that sustainability was a factor in renovations of HVAC systems and chiller replacements
at several facilities; roof replacements, locker room renovations, bathroom/restroom facelifts, the
installation of new natatorium filters and structural repairs of facilities. In general park areas, staff
also completed renovation of trails and athletic field turfs, replacement of tennis courts and
playgrounds, resurfacing of parking lots, and property stabilization at Byrd, Ratcliff, White Garden
House and Arrowbrook Parks.
Ecological Restoration: Ecological restoration is the process of assisting recovery and improvement
of an ecosystem that has been neglected, degraded, or destroyed. The goal of ecological restoration
is reestablishing ecosystem function, improving biodiversity, and enhancing ecosystem services. The
focus of Natural Resource Branch (NRB) is the restoration of terrestrial ecosystems, native meadows
and forests, guided by Society of Ecological Restoration recommendations and based on the Natural
Communities of Virginia Classification. The restoration projects completed in FY 2024 included
Elklick Grassland, Frying Pan, and Laurel Hill.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 174
Park Authority
Needs Assessment: The Park Authority will begin the process of updating the Needs Assessment in
FY 2025. The current Parks Count Needs Assessment provided recommendations for capital
investments in the park system based on a body of data. The total projected ten-year need in 2016
was $939,161,000. That total has been reduced by $94,700,000 due to
the approval of the 2016 Park Bond Referendum and by $100,000,000
due to the approval of the 2020 Park Bond Referendum. The remaining
needs of $744,461,000 are allocated into three strategic areas in five-year
increments: Critical $82,691,424; Sustainable $102,461,220 in the next
five years and $164,282,756 in years 6-10; and Visionary $395,025,600.
Based on continual facility condition assessments, growing and shifting
community needs and expectations, an ever-increasing amount of funding
will be needed for capital maintenance of aging park assets to maximize
the life of the existing facilities and to develop new facilities. To continue
to enhance the park system, additional facilities and land acquisition,
funding will be necessary to operate, support, sustain and protect future years of County investment
in existing facilities. The results of the needs assessment will be driven by the equity lens to ensure
staff are applying the PROSA analysis to how future park projects and facilities are planned.
Natural and Cultural Stewardship: As the County’s largest landowner, the Park Authority’s
stewardship responsibility is documented in its Natural Resource Management Plan (NRMP) and
Cultural Resource Management Plan (CRMP). These plans identify issues, strategies, and projects
to protect County parkland and valuable natural resources. In addition, the Park Authority is charged
with the stewardship of all County cultural resources. These plans contain critical strategies for
preventing the degradation of resources that cannot be reclaimed once lost. In the last year, FCPA
staff have completed remote sensing and archaeological testing at the newly acquired Fairfax Arms
site in Old Colchester. In addition, staff completed the archaeology analysis at Riverbend Park.
Equity Review and Initiatives
In 2023, the Park Authority Board adopted the Parks, Recreation, Open Space and Access (PROSA)
Strategy, which is a data-driven approach designed to help achieve equitable park access throughout
the county. The PROSA Strategy is utilized in the selection of park plans for development, the Capital
Improvement Program, evaluation of potential parkland acquisitions, the assessment of Mastenbrook
Grant program applications, and bond planning.
General Park and amenity maintenance is supported by the County’s General Fund while classes,
camps, and other activities, along with the facilities where those activities are held are supported
through fees. This revenue model results in rapidly increasing fees and a patron demographic not in
line with the population demographic of the County. Recognizing the inequity of the revenue model,
beginning in FY 2023, the Park Authority worked with a consulting firm to conduct a comprehensive
review of the Park Authority’s fee-based revenue funding structure to determine strategies to
enhance the equity with which park services are provided. The study recommended that the
community benefits of specific programs and services should be used to determine fees, that cost-
recovery targets should be reduced, and that subsidies, such as a sliding-scale fee program and
flexible vouchers, should be provided to remove fees as a barrier for people participating in Park
Authority programs. The Park Authority is working with the Board of Supervisors to develop a long-
term implementation plan to address equity and make this goal a reality.
Equity
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 175
Park Authority
Through FY 2024, the Park Authority completed a variety of projects that provided additional services
and facilities to help meet the diverse needs of County residents, including but not limited to: North
Hill Park; the Woodlands Stewardship Education Center; the Inline Skate Rink at Lake Fairfax Park
(in partnership with the Washington Capitals); a new restroom facility at Laurel Hill Central Green;
the playground at Lake Accotink Park; a childcare space at the Cub Run Rec Center; and the
concession space at Patriot Park North.
General Fund Projects
1. ADA Compliance - Parks (Countywide): This is a continuing project to address Americans
with Disabilities Act (ADA) compliance measures throughout County parks and services. Though
the Park Authority has completed the ADA identified facility violations from the DOJ Settlement
Agreement from 2011, there is a continuing project workload to address the self-assessment of
facilities as required by the settlement. Remediation of the violations identified in the self-
assessments of the remaining unaudited facilities had no specific deadline and the Park
Authority continues to complete remediation work at several facilities. The Park Authority began
a review and update of the current required Transition Plan as the existing 5-year plan is now
due for renewal. Funding for annual ADA projects to support the continuation of improvements
is required, as buildings and site conditions age and potential new projects are added as part of
the new Transition Plan. Funding in the amount of $300,000 has been included in FY 2026 for
this project.
2. Capital Sinking Fund for Parks (Countywide): $35,216,506 has been allocated to date for the
Capital Sinking Fund for parks. The Capital Sinking Fund was established as a direct result of
the Infrastructure Financing Committee (IFC). The Board of Supervisors has approved the
allocation of the Sinking Fund balances identified as part of each
Carryover Review, based on the following percentage allocation: 45
percent for FMD, 25 percent for Schools, 15 percent for Parks, 7
percent for Walkways, 5 percent for County maintained Roads and
Service Drives, and 3 percent for Revitalization areas. The Park
Authority has initiated projects to begin to address the backlog of
reinvestment requirements including trail, bridge and tennis court
repairs throughout the County, foul ball protection at Patriot Park
North, restroom renovations at Fred Crabtree and Mason District
Parks, modern sewer connections at Burke Lake Park, playground
updates at Clemyjontri and Lewinsville Parks, renovations at Our Special Harbor Spray Park
and many other capital improvements. In addition to General Fund support of $35,216,506, an
amount of $190,366 was received in revenue to support the culvert replacement project at Lake
Accotink.
3. Confederate Name Changes – Parks (Countywide): $350,000 has been allocated to support
sign replacement at Park Authority facilities in response to the Board of Supervisors approval of
name changes associated with Route 29 and Route 50 in the County.
4. Justice Park Improvements (Mason District): $175,000 has been approved to fund invasives
removal and construction of a picnic shelter at Justice Park. Justice Park was created in 1961
and is the only local park of its size and type in the Bailey’s Crossroads / Seven Corners area.
The park serves a densely populated area that also has some of the highest socioeconomic
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 176
Park Authority
needs in the County. The original master plan included a picnic shelter that could be used for
community events and family getherings. This addition will provide shade to the children and
families using the tot lot.
5. Park Playground Assessment (Countywide): $100,000 was approved for the Park Authority
to conduct safety assessments of playgrounds that were constructed by a playground vendor
that is no longer in business, The assessment is in progress and will provide a plan for
remediation or replacement for those designated playgrounds.
6. Parks – Bamboo Mitigation (Countywide): This is a continuing program with $400,000
anticipated annually to address bamboo mitigation at Park Authority properties. This mitigation
program is in response to a new ordinance which was passed in March 2022. The Park Authority
anticipates that running bamboo will be a persistent problem on approximately 200 acres of park
property for the foreseeable future. FY 2026 funding of $400,000 has been incuded for bamboo
mitigation.
7. Parks - Building/Structures Reinvestment (Countywide): This is a continuing project to
address Park Authority infrastructure replacement and upgrades at non-revenue producing
parks, including roof, plumbing, electrical, lighting, security/fire systems, sprinklers, and HVAC
replacement. The facilities maintained include, but are not limited to rental properties, historic
properties, nature centers, maintenance facilities, sheds, shelters, and office buildings. Park
priorities are based on the assessment of current repair needs including safety and health
issues, facility protection, facility renewal and improved services. This program also provides for
emergency repairs associated with the stabilization of newly acquired structures and the
preservation of park historic sites. Funding of $1,320,000 has been included for this project in
FY 2026.
8. Parks – Cemetery Enhancements (Countywide): $250,000 has been approved to support
continued work by the Park Authority’s Archaeology and Collections Branch to define cemetery
boundaries and provide enhancements at Park Authority owned cemeteries, including those at
Martin Luther King, Jr. Park, the Carter Family cemetery, and the Peake Family cemetery.
Enhancements include landscaping improvements, headstone repair/resetting, fence repair
and/or placement, and sign repair or replacement. These cemeteries include unmarked graves
for enslaved or formerly enslaved residents of Fairfax County.
9. Parks – CIP Projects (Countywide): $20,000,000 has been approved to date to support
escalation experienced on Park Authority capital projects. The initial allocation of $5 million was
used to support the renovation of the Mount Vernon Rec Center. As directed by the Board, the
Park Authority and County staff have been working together to appropriately size annual bond
sales to address the current backlog and to develop future bond referendum proposals that
address needs and conform to the County’s overall limitations.
10. Parks – Equipment Zero Waste (Countywide): $500,000 has been approved for the first
phase of the Zero Waste initiative within the Park Authority. The County’s approved Operational
Energy Strategy includes a goal to significantly minimize waste in County government
operations and achieve zero waste by 2030. In response to this goal and the County’s solid
waste ordinance, the Park Authority established a pilot program to enhance trash and recycling
collection at two of the six Park maintenance areas. This funding provides for the build-out of
the concrete pads and the purchase of equipment to support the pilot program.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 177
Park Authority
11. Parks – Forestry Maintenance (Countywide): This is a continuing project to provide support
to Forestry Operations staff to conduct tree inspections and to remove dead or dying, high-risk
trees on County parkland. These trees pose a significant safety risk to human life and
infrastructure. An increased volume of reported tree failures posing risk to life and property, as
well as staffing challenges, have resulted in a higher dependency on contracted services. In
FY 2026 an amount of $1,073,000 has been provided to fund annual requirements for forestry
operations.
12. Parks - Grounds Maintenance (Countywide): This is a continuing project to provide routine
mowing and other grounds maintenance. In FY 2026 an amount of $337,000 has been provided
to fund annual requirements for grounds maintenance at non-revenue supported parks.
13. Parks - Infrastructure/Amenities Upgrades (Countywide): This is a continuing project to
provide improvements and repairs to park facilities and amenities including tennis courts, picnic
shelters, bridges, and parking lots. In addition, funding provides for annual maintenance and
storm related repairs to 342 miles of trails. In FY 2026 an amount of $782,000 has been included
for trail maintenance, infrastructure, and amenities upgrades. The FY 2026 funding level
represents a decrease of $250,000 from the FY 2025 Adopted Budget Plan level. This reduction
is part of the Park Authority’s targeted reductions proposed to balance the FY 2026 budget.
Specifically, this reduction will decrease the annual athletic court maintenance budget which will
reduce the number of courts renovated to only two per year.
14. Parks - Preventative Maintenance and Inspections
(Countywide): This is a continuing project to address routine repairs in
non-revenue producing Park Authority buildings, structures, and
equipment. This maintenance includes the scheduled inspection and
operational maintenance of HVAC, plumbing, electrical, security and fire
alarm systems. Funding is critical to prevent the costly deterioration of
facilities due to lack of preventative maintenance. Equipment
maintenance includes routine and preventative maintenance on
operating equipment such as mowers, tractors, utility vehicles and heavy
construction equipment. In FY 2026 an amount of $751,000 has been
included for preventive maintenance and inspections for over 584,161
square feet at non-revenue supported Park Authority structures and buildings.
15. Parks – Rec Center Renewal/Upgrades (Countywide): $10,000,000 has been approved to
support renewal and repairs at Park Authority Rec Centers. After a thorough review of the eight
open Rec Centers, improvements have been identified for each center that are required to
stabilize the centers and provide more efficient, attractive, and safe facilities that will last until
planned renovations. Projects include roof repairs and replacements, replacement of
mechanical systems, and upgrading of electric and pool systems.
16. Parks – Wakefield Park Pickleball Courts (Braddock District): $300,000 has been approved
to construct dedicated pickleball courts at Wakefield Park, pending a community engagement
process. Pickleball continues to grow in popularity, and demand for pickleball courts, especially
dedicated courts, continues to outpace supply. This project was included as a recommendation
in the 2021 Park Authority Pickleball Study intended to strategically respond to increased
demand for the sport.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 178
Park Authority
17. Sully Site Educational Initiatives (Sully District): $250,000 was approved to support the
hiring of expert consultants to develop an accurate historical narrative and interpretation that will
highlight and bring to the forefront the lives of the enslaved people who cared for the Sully
Historic Site / Sully Plantation.
General Obligation Bonds and Other Financed Projects
18. Land Acquisition and Open Space – 2020 (Countywide): $7,000,000 was approved to fund
land acquisition to ensure adequate parkland for future generations and new park facilities.
Increasingly, residents recognize that parks contribute highly to their quality of life in Fairfax
County. Shifting and expanding leisure interests increase the demand for parks and park
facilities. The market driven availability of real estate properties with significant cultural resource
has generated increased public interest and demand to protect resources from development.
To date, the 2020 bonds have funded the acquisition of Union Farm (6.7 acres in the Mount
Vernon District), and the acquisition of the oldest building in Fairfax County, as an addition to
Old Colchester Park and Preserve in the (2.3 acres in the Mount Vernon District).
19. Land Acquisition and Park Development – 2026 (Countywide): $180,000,000 is anticipated
to fund deferred projects and adequately fund long-term projects identified in the Park Authority
10-Year Capital Plan. Projects will include the complete renovation of the Audrey Moore
Recreation Center, land acquisition to ensure adequate parkland for future generations, new
park facilities, and continued renovation and replacement of aging and well-used facilities. In
addition, the Park Authority adopted Natural Resource and Cultural Resource Management
Plans that identify initiatives needed to provide essential stewardship efforts of environmental
resources on parkland and cultural resources throughout the County.
20. Natural and Cultural Resource Stewardship – 2016 (Countywide): $7,692,000 has been
approved for planning, design and/or construction of capital projects which carry out the Park
Authority’s stewardship mission, support the approved Natural and Cultural Resource
Management Plans and/or County’s environmental or cultural resource initiatives. Projects
include repairs and restoration to Colvin Run Mill Miller’s House and Millrace, funding to support
Historic Structures Curator Program, a History and Archaeology Collections Facility to properly
curate and store history, and Sully Historic Site restoration projects.
21. Natural and Cultural Resource Stewardship – 2020 (Countywide): $12,239,400 has been
approved for planning, design and/or construction of capital projects which carry out the Park
Authority’s stewardship mission, support the approved Natural and Cultural Resource
Management Plans and/or County’s environmental or cultural resource initiatives. Projects
include funding to conduct archaeological investigations to support capital improvements as well
as to plan and perform ecological restorations.
22. New Park Development – 2016 (Countywide): $19,820,000 has been approved for
construction of new park facilities where none existed before to meet new demand or to provide
additional functionality or enhance planned capacity to an existing facility or space. Projects
included development of Hogge Park in Baileys, an area of park service level deficiency, picnic
shelters at Franconia Park Family Recreation Area, the baseball diamonds at Patriot Park North
to support countywide use/tournaments, and park development at Laurel Hill Park.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 179
Park Authority
23. New Park Development – 2020 (Countywide): $27,712,000 has been approved for
construction of new park facilities where none existed before to meet new demand or to provide
additional functionality or enhance planned capacity to an existing facility or space. Projects
include addition of a second ice rink to Mount Vernon Rec Center, developing new trails and
stream crossings, development of diamond field complex to support countywide
use/tournaments at Patriot Park North, and design advancement for Salona.
24. Park Improvements (Countywide): The Park Improvements fund was established under the
provisions of the Park Authority Act for improvements to the agency’s revenue-generating
facilities and parks. Through a combination of grants, proffers, easement fees,
telecommunications leases, transfers from the Revenue and Operating Fund, and donations,
this fund provides for park improvements. These funds are managed by the Park Authority
Board. Project funding is appropriated at the fiscal year-end, consistent with the level of revenue
received during that fiscal year. As per direction from the Park Authority Board, along with
specific requirements attached to many proffers, most of this funding is earmarked for specific
projects and/or areas. Unrestricted funding, if available, is directed to the most urgent needs at
the time. The current Revised Budget for this fund is $35,446,208.
25. Park Infrastructure Improvements - 2016 (Countywide): $7,000,000 has been redirected to
support infrastructure improvements at Park properties throughout the County. This funding
was approved as part of the 2016 Park Bond and was originally proposed to support renovations
to the Events Center at the Workhouse Arts Center, which is now on hold.
26. Park Renovations and Upgrades – 2016 (Countywide): $78,266,663 is estimated to be
required to fund repair and replacement/improvements to existing park facilities to maintain
designed capacity or retrofit obsolete facilities and bring them up to contemporary standards
and codes. Renovations can extend the design life of facilities and can include infrastructure
additions and modifications. Projects include critical system-wide renovation and lifecycle needs
such as playground replacements, lighting and irrigation systems, picnic shelters, roof
replacements, parking, roads, entrances, Rec Centers system-wide lifecycle replacements, the
Mount Vernon Rec Center renewal/replacement, the Area 1 Maintenance Facility Replacement,
and energy management enhancements. This funding level includes an amount of $53,266,663
in bond funds and $25,000,000 in support from the American Rescue Plan Act (ARPA) funds
for the Mount Vernon Rec Center renovation project.
27. Park Renovations and Upgrades – 2020 (Countywide): $56,698,600 has been approved for
repair and replacement/improvements to existing park facilities to maintain designed capacity or
retrofit obsolete facilities and bring them up to contemporary standards and codes. This project
funds critical system-wide renovation and lifecycle needs, such as playground replacements,
athletic field lighting and irrigation systems, picnic shelters, outdoor restrooms, improvements
and renovations at Lake Fairfax Park, improvements and renovations at Audrey Moore,
Franconia District, Cub Run, Providence and South Run Rec Centers, lifecycle replacement of
golf course irrigation systems at Oakmont and Laurel Hill golf courses, community park upgrades
in accordance with Park Master Plans at various parks including McLean Central Park, Turner
Farm Park, Mount Vernon Woods Park, Dowden Terrace Park, Ruckstuhl Park, and leveraging
partnerships through Mastenbrook Grant Funding to make park improvements countywide.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 180
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1 ADA Compliance - Parks G C$300 $300 $300 $300 $300 $1,500 $1,500 $3,000
PR-000083
2
Capital Sinking Fund for Parks G, X $35,217 $0 $35,217
PR-000108
3
Confederate Name Changes - Parks G $350 $0 $350
PR-000159
4
Justice Park Improvements G $175 $0 $175
PR-000154
5
Park Playground Assessment G $100 $0 $100
2G51-054-000
6
Parks - Bamboo Mitigation G C$400 $400 $400 $400 $400 $2,000 $2,000 $4,000
2G51-051-000
7
Parks - Building/Structures Reinvestment G C $1,320 $1,346 $1,373 $1,400 $1,428 $6,867 $6,867
PR-000109
8
Parks - Cemetery Enhancements G $250 $0 $250
2G51-060-000
9
Parks - CIP Projects G $20,000 $0 $20,000
PR-000153
10
Parks - Equipment Zero Waste G $500 $0 $500
PR-000163
11
Parks - Forestry Maintenance G C $1,073 $1,094 $1,116 $1,138 $1,161 $5,582 $5,582
2G51-056-000
12
Parks - Grounds Maintenance G C$337 $344 $351 $358 $365 $1,755 $1,755
2G51-006-000
13
Parks - Infrastructure/Amenities
Upgrades
GC$782 $798 $814 $830 $847 $4,071 $4,071
PR-000110
14
Parks - Preventative Maintenance and
Inspections
GC$751 $766 $781 $797 $813 $3,908 $3,908
2G51-007-000
15
Parks - Rec Center Renewals/Upgrades G $10,000 $0 $10,000
PR-000164
($000's)
Park Authority
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 181
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Park Authority
Project Cost Summaries
16
Parks - Wakefield Park Pickleball Courts G $300 $0 $300
PR-000165
17
Sully Site Educational Initiatives G $250 $0 $250
2G51-053-000
Total General Fund $67,142 $4,963 $5,048 $5,135 $5,223 $5,314 $25,683 $3,500 $96,325
18
Land Acquisition and Open Space - 2020 B $3,111 $0 $3,889 $7,000
PR-000145
19
Land Acquisition and Park Development -
2026
B$0 $17,568 $49,706 $25,803 $93,077 $86,923 $180,000
TBD
20
Natural and Cultural Resource
Stewardship - 2016
B$6,008 $668 $1,016 $1,684 $7,692
PR-000076
21
Natural and Cultural Resource
Stewardship - 2020
B$2,255 $750 $2,237 $5,814 $536 $239 $9,576 $408 $12,239
PR-000148
22
New Park Development - 2016 B $15,188 $50 $4,582 $4,632 $19,820
PR-000079
23
New Park Development - 2020 B $24,265 $100 $822 $1,281 $622 $2,825 $622 $27,712
PR-000146
24
Park Improvements X $35,446 $0 $35,446
800-C80300
25
Park Infrastructure Improvements - 2016 B $7,000 $0 $7,000
PR-000134
26
Park Renovations and Upgrades - 2016
(includes Mt Vernon Rec Center)
$20,631 $78,267
PR-000078 B $32,636 $19,525 $1,106
ARPA for Mt Vernon Rec Center F $25,000
27
Park Renovations and Upgrades - 2020 B $27,110 $8,000 $11,800 $2,605 $1,642 $2,900 $26,947 $2,642 $56,699
PR-000147
Total Bonds $178,019 $28,993 $20,841 $26,809 $53,165 $29,564 $159,372 $94,484 $431,875
Total $245,161 $33,956 $25,889 $31,944 $58,388 $34,878 $185,055 $97,984 $528,200
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 182
(Picture)
To provide adequate and appropriate educational facilities that will accommodate instructional
programs for all Fairfax County students.
To provide appropriate support facilities that will permit the school system to operate
efficiently and cost effectively.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 183
Public Schools
Fairfax County Public Schools’ (FCPS) Capital Improvement Program (CIP) is updated annually to
reflect changing conditions within our schools and communities. Capital project needs are informed
and updated to reflect progress of the 2008 renovation queue, construction costs, and the facility
capacity evaluations completed each year. The certified September student membership is used to
produce a new five-year projection set that adjusts to shifts in membership trends as they occur and
is used to inform the current and projected capacity utilization for each school. Capacity is an
estimate of the number of student spaces available within a school facility and considers: (1)
educational specifications for elementary, middle, and high schools; (2) program requirements; and
(3) appropriate pupil-teacher ratios.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Public Schools specific objectives 8-14 as shown below:
• Acquire sites for schools or educational facilities through negotiation, dedication, or purchase.
This may include the siting of schools or facilities in high density areas or on parcels of limited
size.
• Distribute administration and maintenance facilities to conveniently serve the areas they support
where possible and appropriate.
• Locate schools on sites which meet or exceed minimum state size guidelines where possible
and appropriate.
• Design schools and educational facilities to allow for optimal site utilization while providing
optimum service to, and compatibility with, the local community.
• Consider adaptive reuse of buildings for public schools and educational purposes.
• Encourage optimization of existing schools and other facilities, whenever possible and
appropriate, to support educational and community objectives.
• Ensure the mitigation of impacts to school facilities caused by growth in residential development
through provision of proffers, conditions, contributions, commitments, and land dedication.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024
The FCPS total membership experienced a decrease of 422 students for School Year (SY) 2024-25
to a total of 180,384 students. The five-year membership projection set shows an overall decline to
177,778 total students for SY 2029-30. The projected decline is due to larger cohorts exiting the
division, declining births and school-aged population, and smaller kindergarten cohorts.
Renovations are aimed at ensuring that all schools provide the facilities necessary to support current
educational programs, regardless of the age of the buildings. Over the past five years (FY 2020
through FY 2024), construction was completed on one new elementary school, nine elementary
school renovations, three middle school renovations, two high school renovations with additions, two
high school additions, and four modular additions. In FY 2025, FCPS is currently constructing four
Program
Description
Link to the
Comprehensive
Plan
Current
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 184
Public Schools
elementary school renovations and one high school renovation. It is anticipated that two additional
elementary school renovations will begin construction in FY 2025.
A School Bond Referendum was approved by county residents in November 2023 funding capital
projects for FCPS. Continuing renovation needs require approval of new School Bond referendums
in the future. Additional information can be found at: https://www.fcps.edu/capital-improvement-
program.
The Fairfax County School Board approved the FCPS FY 2026-2030 CIP on February 6, 2025. Any
amendments and follow-on Motions will be updated in the approved Fairfax County CIP.
Equity Review and Initiatives
Fairfax County Public Schools is unwavering in its commitment to fostering an inclusive, equitable,
and culturally responsive educational environment, as embodied in its Educational Equity Policy.
Grounded in our core values of excellence, access, and accountability, this policy ensures that every
student, regardless of background, identity, or circumstance, has the opportunity to thrive in a
welcoming and affirming school community. We prioritize removing systemic barriers, closing
opportunity gaps, and leveraging student strengths through data-driven strategies that proactively
address disparities, particularly for historically underserved populations. This commitment extends
beyond the classroom, shaping all FCPS policies, programs, and resource allocations, including the
equitable distribution of funding and state-of-the-art school facilities. By cultivating safe, accessible,
and well-equipped learning environments, FCPS remains resolute in its mission to empower every
student to achieve their full potential and prepare for a future of limitless opportunities.
New Construction and/or Repurposing
1. Dunn Loring Elementary School (Providence District): $85,670,726. Partially Funded.
Estimated to be completed in FY 2029.
2. Silver Line Elementary School (Dranesville District): $100,646,123. Partially funded.
Estimated to be completed beyond FY 2034.
3. Western High School (TBD): $431,152,882. Unfunded. Estimated to be completed beyond
FY 2034.
4. Route 1 / Pinewood Lakes Early Childhood Center (Franconia District): $21,170,000.
Funded. Estimated to be completed beyond FY 2034.
5. Tysons Elementary School (Providence District): $82,912,184. Unfunded. Estimated to be
completed beyond FY 2034.
6. Pimmit Hills – Repurpose (Dranesville District): $82,912,184. Unfunded. Estimated to be
completed beyond FY 2034.
7. Virginia Hills – Repurpose (Franconia District): $82,912,184. Unfunded. Estimated to be
completed beyond FY 2034.
Equity
Initiatives
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 185
Public Schools
Capacity Enhancement
8. Modular Relocations (TBD): $9,000,000. Funded. Estimated to be completed in FY 2027,
2028, and 2029.
9. Justice High School Addition (Mason District): $26,409,188. Funded. Estimated to be
completed in FY 2025.
Renovation Program Elementary Schools
10. Wakefield Forest Elementary School (Braddock District): $38,622,614. Funded. Estimated
to be completed in FY 2025.
11. Louise Archer Elementary School (Hunter Mill District): $46,228,656. Funded. Estimated to
be completed in FY 2025.
12. Crossfield Elementary School (Hunter Mill District): $44,416,325. Funded. Estimated to be
completed in FY 2026.
13. Mosaic Elementary School (Providence District): $53,217,009. Funded. Estimated to be
completed in FY 2026.
14. Bonnie Brae Elementary School (Braddock District): $50,516,223. Funded. Estimated to be
completed in FY 2027.
15. Bren Mar Park Elementary School (Mason District): $63,894,074. Funded. Estimated to be
completed in FY 2028.
16. Brookfield Elementary School (Sully District): $67,447,560. Funded. Estimated to be
completed in FY 2028.
17. Lees Corner Elementary School (Sully District): $62,624,022. Funded. Estimated to be
completed in FY 2028.
18. Armstrong Elementary School (Hunter Mill District): $58,962,081. Funded. Estimated to be
completed in FY 2028.
19. Willow Springs Elementary School (Springfield District): $79,453,457. Partially Funded.
Estimated to be completed in FY 2029.
20. Herndon Elementary School (Dranesville District): $71,167,409. Funded. Estimated to be
completed in FY 2028.
21. Dranesville Elementary School (Dranesville District): $52,861,288. Funded. Estimated to be
completed in FY 2027.
22. Cub Run Elementary School (Sully District): $99,618,877. Partially Funded. Estimated to be
completed in FY 2030.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 186
Public Schools
23. Union Mill Elementary School (Springfield District): $79,098,501. Partially Funded.
Estimated to be completed in FY 2031.
24. Centre Ridge Elementary School (Sully District): $78,930,760. Partially Funded. Estimated
to be completed in FY 2031.
25. Poplar Tree Elementary School (Sully District): $77,946,145. Partially Funded. Estimated to
be completed in FY 2031.
26. Waples Mill Elementary School (Springfield District): $82,573,404. Partially Funded.
Estimated to be completed beyond FY 2032.
27. Sangster Elementary School (Springfield District): $83,845,090. Partially Funded. Estimated
to be completed beyond FY 2032.
28. Saratoga Elementary School (Springfield District): $82,143,162. Unfunded. Estimated to be
completed beyond FY 2033.
29. Virginia Run Elementary School (Sully District): $86,471,887. Unfunded. Estimated to be
completed beyond FY 2033.
Middle School Renovation Program
30. Cooper Middle School (Dranesville District): $50,400,000. Funded. Estimated to be
completed in FY 2025.
31. Franklin Middle School (Sully District): $123,337,910. Partially Funded. Estimated to be
completed in FY 2031.
32. Twain Middle School (Franconia District): $132,677,068. Unfunded. Estimated to be
completed beyond FY 2033.
High School Renovation Program
33. Falls Church High School (Mason District): $173,000,000. Funded. Estimated to be
completed in FY 2027.
34. Centreville High School (Springfield District): $295,630,203. Partially Funded. Estimated to
be completed in FY 2029.
Other
35. Security Vestibules (Countywide): $2,500,000. Funded. Estimated to be completed in FY
2025.
Site Acquisition
36. Western High School (TBD): $23,500,000. Funded. Estimated to be completed in FY 2031.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 187
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
New Construction and/or Repurposing
1
Dunn Loring ES B$5,000 $28,235 $28,235 $16,134 $8,067 $80,671 $85,671
2
Silver Line ES B$6,836 $6,836 $93,811 $100,647
3
Western HS B$0 $431,153 $431,153
4
Route 1/Pinewood Lakes Early
Childhood Center
B$0 $21,170 $21,170
5
Tysons ES B$0 $82,912 $82,912
6 Pimmit Hills - Repurpose B $0 $82,912 $82,912
7 Virginia Hills - Repurpose B $0 $82,912 $82,912
Capacity Enhancement
8
Modular Relocations B$2,970 $2,970 $3,060 $9,000 $9,000
9
Justice HS Addition B$26,409 $0 $26,409
Elementary School Renovation Program
10
Wakefield Forest B$38,623 $0 $38,623
11
Louise Archer B$46,229 $0 $46,229
12
Crossfield B$44,216 $200 $200 $44,416
13
Mosaic B$53,017 $200 $200 $53,217
14
Bonnie Brae B$30,000 $20,400 $116 $20,516 $50,516
15
Bren Mar Park B$13,155 $22,551 $22,551 $5,638 $50,740 $63,895
16
Brookfield B$12,263 $24,526 $24,526 $6,132 $55,184 $67,447
($000's)
Public Schools
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 188
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Public Schools
Project Cost Summaries
17
Lees Corner B$11,386 $22,772 $22,772 $5,693 $51,237 $62,623
18 Armstrong B $7,147 $21,441 $21,441 $8,934 $51,816 $58,963
19
Willow Springs B$2,500 $11,295 $29,181 $25,534 $10,943 $76,953 $79,453
20
Herndon B$4,313 $25,879 $25,879 $15,096 $66,854 $71,167
21
Dranesville B$21,000 $21,300 $10,561 $31,861 $52,861
22
Cub Run B$6,710 $6,734 $43,088 $41,364 $1,724 $99,620 $99,620
23
Union Mill B$5,362 $6,370 $33,684 $32,336 $77,752 $1,347 $79,099
24
Centre Ridge B$5,351 $6,367 $33,607 $32,262 $77,587 $1,344 $78,931
25
Poplar Tree B$5,286 $6,349 $33,155 $31,829 $76,619 $1,326 $77,945
26
Waples Mill B$5,585 $6,430 $35,279 $47,294 $35,279 $82,573
27
Sangster B$5,664 $6,451 $35,865 $47,980 $35,865 $83,845
28
Saratoga B$5,546 $6,420 $11,966 $70,177 $82,143
29
Virginia Run B$5,830 $6,496 $12,326 $74,145 $86,471
Middle School Renovation Program
30
Cooper B$50,400 $0 $50,400
31
Franklin B$8,227 $7,145 $43,187 $43,187 $19,434 $121,180 $2,159 $123,339
32
Twain B $8,660 $7,262 $29,189 $45,111 $87,566 $132,677
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 189
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Public Schools
Project Cost Summaries
High School Renovation Program
33
Falls Church B$155,000 $17,000 $1,000 $18,000 $173,000
34
Centreville B$12,000 $113,452 $113,452 $51,053 $5,673 $283,630 $295,630
Other
35
Security Vestibules B$2,500 $0 $2,500
Site Acquisition
36
Western HS B$0 $0 $23,500 $23,500
Total $535,158 $344,188 $332,562 $262,454 $244,259 $237,670 $1,421,133 $1,127,578 $3,083,869
Funded Project Costs $535,158 $204,504 $131,817 $44,462 $3,060 $0 $383,843 $44,670 $963,671
Unfunded Project Costs $0 $139,684 $200,745 $217,992 $241,199 $237,670 $1,037,290 $1,082,908 $2,120,198
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Project total amounts may differ from the Public Schools section and the FCPS CIP due to rounding.
Key: Source of Funds
BBonds
F Federal
GGeneral Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 190
(Picture)
To provide long range transportation planning for new capacity roadway improvements.
To identify potential locations for major transit facilities, such as future rail stations and park and ride sites.
To enhance public transportation corridors which will require further study to identify the feasibility of alternative
modes and levels of service.
To provide a system of alternative transportation links between residential, educational, and commercial activity
centers oriented to the non-motorized user.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 191
Transportation Initiatives
Transportation facilities and services in Fairfax County are provided by the Virginia Department of
Transportation (VDOT) which owns, constructs, maintains, and operates nearly all of the roads, the
Washington Metropolitan Area Transit Authority (WMATA) which provides the majority of all public
transit service in the region, and Fairfax County which provides significant transit and growing
bicycle/pedestrian programs. In addition, the Metropolitan Washington Council of Governments
(COG) is responsible for ensuring regional compatibility of all transportation plans, a prerequisite for
the expenditure of federal funds for any transportation project.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Transportation Element’s countywide objectives 1-13 as
shown below:
• Provide for both through and local movement of people and goods via a multi-modal
transportation system that provides transportation choices, reduces single-occupancy-vehicle
(SOV) use, and improves air quality.
• Increase use of public transportation and non-motorized transportation.
• Ensure that the roadway system provides adequate local access and capacity for through
movements, consistent with financial, social, and environmental constraints and with the
County's goal of reducing SOV use.
• Provide a comprehensive network of sidewalks, trails, and on/off road bicycle routes as an
integral element of the overall transportation network.
• Promote Transportation Demand Management (TDM) to support efficient use of the County’s
transportation system.
• Ensure that improvements to the transportation system are cost-effective and consistent with
environmental, land use, social, and economic goals.
• Provide transportation facilities and services that minimize community disruption and adverse
environmental impacts.
• Identify the funding needed for the County’s transportation system and potential sources for that
funding.
• Ensure safety for users of transportation facilities and services and for the general public.
• Maximize the operational efficiency of transportation facilities for all modes.
• Ensure that land use and transportation policies are complementary.
• Preserve land needed to accommodate planned transportation facilities.
• Review and update the Fairfax County Transportation Plan and Bicycle Master Plan once every
five years.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024;
Policy Plan - Transportation, Amended through 7-25-2023
Program
Description
Link to the
Comprehensive
Plan
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 192
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Transportation legislation and federal public transportation grants continue to change the way that
Fairfax County programs and implements transportation projects.
Funding for the Transportation Priorities Plan (TPP)
On January 28, 2014, the Board approved the Transportation Priorities Plan (TPP). This plan, which
established transportation priorities for six years, was the product of a dialogue that began at the
Board’s retreat in February 2012. Following the Board’s retreat, there was a two-year effort, entitled
the “Countywide Dialogue on Transportation” (CDOT), which consisted of a project prioritization
process that included a Benefit-Cost Analysis (BCA) for proposed projects, along with extensive
public outreach and community input. The initial six-year plan was for FY 2015 - FY 2020. The latest
TPP update was approved by the Board of Supervisors on December 3, 2019, for the six-year period
of FY 2020 - FY 2025. An updated TPP is in process and is expected to be approved by the Board
in spring 2025. The current TPP includes approximately $3.04 billion in available funding through
FY 2025. Several factors to be included in the process were also added to the updated TPP:
• Providing updated costs and timelines for projects in the approved TPP;
• When possible, fully funding projects that were only partially funded in the original TPP;
• Ensuring the update is a continuation of the County’s transportation priorities (e.g.,
implementation of the County’s Comprehensive Plan, congestion reduction, multimodal
solutions, the County’s Economic Success Strategic Plan, etc.);
• Evaluating potential new projects based on several selection criteria, including Benefit Cost
Analysis, support for major activity centers, schools, parks and disadvantaged populations, and
public input; and
• Noting most potential revenue sources when determining what is available to meet the needs of
these projects. This provides for a more inclusive, comprehensive plan for transportation.
The tables below include the various sources of revenues and proposed allocations by project
category.
Revenues
Total
(in millions)
Previous Allocations (Local, State, Federal, Regional)
$519.4
Local
$952.3
Federal
$314.0
Private
$181.5
Regional
$738.2
State
$330.6
Total
$3,036.0
Program
Initiatives
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Project Categories
Total
(in millions)
Major Roadway Capital (e.g., widenings, extensions, interchanges)
$1,626.9
Spot/Intersection Improvements
$185.1
Bicycle and Pedestrian Projects
$215.3
Transit Capital and Operating
$837.2
Debt Service
$78.5
Project Support Needs
$68.3
Other Transportation Needs (e.g., studies and planning, traffic calming, etc.)
$9.8
Reserve/Contingency
$14.9
Total
$3,036.0
Revenues noted in the table above include most sources. Unlike the TPP the Board approved in
January 2014, the FY 2020 - FY 2025 TPP is more inclusive of transportation projects implemented
in Fairfax County. It accounts for most revenues dedicated to transportation capital projects,
whereas the FY 2015 - FY 2020 TPP accounted only for available revenues (not previously approved
for other projects). Since the Board’s adoption of the TPP on January 28, 2014, 160 projects have
been completed. A complete list of projects for the TPP can be found at
www.fairfaxcounty.gov/transportation/TPP.
Local/Regional
As authorized by the Virginia General Assembly, the Board of Supervisors has implemented a
Commercial and Industrial (C&I) tax for transportation projects in Fairfax County. The Board has
adopted a rate of 12.5 cents (the maximum allowed by the Code of Virginia), which is expected to
generate $61.8 million in FY 2026. The C&I tax is one of the revenue sources employed to fund
projects within the TPP.
C&I tax revenues also fund Fairfax Connector transit service. Some of these services include the
operation of the West Ox Division rush hour and midday service; support for increased frequencies
on overcrowded priority bus routes; support of Transit Development Plan expansions of bus service
hours at all three operating divisions; support of I-495 Express lanes service and the Tysons
Circulator. Additional information can be found at:
https://www.fairfaxcounty.gov/transportation/status-report.
In 2013, the General Assembly passed HB 2313, which
provided additional revenues for transportation at the
statewide and regional level. Of the funds collected, 70
percent are provided to the Northern Virginia
Transportation Authority (NVTA) to be used on regional
projects meeting certain criteria and 30 percent of the
funds are distributed to individual localities to be spent on
urban or secondary road construction, capital
improvements that reduce congestion, or projects
included in NVTA’s regional transportation plan or for
public transportation purposes. Localities are required to meet certain criteria to be able to receive
all of the funds authorized by HB 2313.
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In 2018, the General Assembly approved HB 1539 (Hugo)/SB 856 (Saslaw), which diverted $102
million, annually, from existing local and NVTA regional sources (approximately one-third of what HB
2313 originally authorized) to address Washington Metropolitan Area Transit Authority (WMATA)
state of good repair needs. Legislation passed in 2019 and 2020 has restored approximately $63.5
million annually of the diverted funding.
NVTA’s budgeted FY 2025 regional revenues total approximately $450 million, of which
approximately $310 million will be utilized for regional projects approved as part of NVTA’s Six Year
Program (70 percent funds), and $140 million are being disbursed to the localities for them to allocate
to eligible transportation projects (30 percent funds). Fairfax County should benefit from
approximately 43 percent of these funds, including the portion subsequently provided to the Towns
of Herndon and Vienna. For a list of projects being funding with local “30 percent” funds, please
visit: https://thenovaauthority.org/programming/30-local-projects/.
NVTA adopted its FY 2024 - FY 2029 Six Year Program in July 2024. NVTA’s program included
funding for several projects in Fairfax County including:
• Seven Corners Ring Road Improvements - $122,229,417
• Frontier Drive Extension and Intersection Improvements - $111,957,472
• Route 7 Multimodal Improvements (I-495 to I-66) - $101,351,506
• Braddock Road Multimodal Improvements Phase II (Humphries Drive to Southampton Drive) -
$27,299,000
More information on NVTA’s Six Year Program can be found here: FY2024-2029 - NVTA
(thenovaauthority.org).
Economic Development Authority (EDA) revenue bonds in the amount of $100 million have been
included in Fund 40010, County and Regional Transportation Projects, and are consistent with the
funding plan to support the Board of Supervisors TPP. Debt service on these bonds will be paid using
Commercial and Industrial Tax revenues. To date, the sale of these bonds for project implementation
has not been necessary as the fund has had sufficient cash to cover project expenses; however, the
authorization is important to advance projects.
Fairfax County currently has two service districts created to support the advancement of
transportation improvements: Reston and Tysons. In FY 2026, Reston, and Tysons Transportation
Service Districts are expected to generate a total of approximately $11.25 million; $2.54 million and
$8.71 million in tax revenues, respectively.
On November 4, 2014, voters approved a $100 million bond referendum for transportation. This
referendum included funding for spot roadway intersection improvements, pedestrian improvements,
and bicycle projects that were included in the TPP. On November 5, 2024, voters approved an
additional $180 million to finance Fairfax County’s share of the Washington Metropolitan Area Transit
Authority’s capital program.
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Federal
In November 2021, Congress passed the Infrastructure Investment and Jobs Act (IIJA) which
provides $1.2 trillion over five years from FY 2022 through FY 2026, for all modes of transportation,
water, power and energy, environmental remediation, public lands, broadband and resilience,
including $550 billion in new investments. A significant portion of the IIJA is related to transportation.
It funds many existing transportation programs at levels above what the federal government had
previously provided and creates several new programs that may support local transportation-related
projects. As information regarding the existing and new grant programs continues to be disbursed,
the impact on the County’s transportation priorities is being determined.
Projects in Fairfax County are eligible to receive federal funding from a variety of funding programs,
including the Regional Surface Transportation Program (RSTP), the Congestion Mitigation and Air
Quality (CMAQ) Program, and the Transportation Alternatives Set-Aide Program (TAP). Additionally
anticipated funding includes Federal Transit Administration (FTA) grant funding for the Fairfax
Connector and Richmond Highway Bus Rapid Transit (RHBRT).
Federal law requires a rigorous air quality impact assessment of all transit and highway projects both
at the programming level and at the specific project level. Funding provided through the CMAQ
program is designed to assist states in attaining the federal air quality standards for ozone and
carbon monoxide. The CMAQ program provides a flexible funding source to State and local
governments for transportation projects and programs to help meet federal clean air requirements.
RSTP funding may be used by states and localities for projects to preserve and improve the
conditions and performance on any Federal-aid highway, bridge and tunnel project on any public
road, pedestrian and bicycle infrastructure, and transit capital project. TAP funds are designated for
smaller-scale transportation projects, such as pedestrian and bicycle facilities, recreational trails, and
safe routes to school projects. Details for the RSTP and CMAQ programs can be found at:
https://thenovaauthority.org/programming/cmaq-rstp/. Information regarding the TAP program can
be found at: https://smartportal.virginiahb2.org/#/about/tap.
The changing federal (and state) regulatory and funding environment provides the County with
special challenges and opportunities. One of the important results is increasing multimodal
competition for project programming and implementation. In addition, air quality considerations may
delay or scale back major roadway projects, while supporting short-term Transportation System
Management (TSM) and Transportation Demand Management (TDM) solutions. Additional
information can be found at https://www.fairfaxcounty.gov/transportation/tdp.
Private
Fairfax County receives private contributions from developers for roadway and transportation
improvements throughout the County. Developer contributions are based on the developer
contribution rate schedule for road improvements in the Fairfax Center, Centreville, Reston, and
Tysons areas. These area contributions will address the traffic impact of new development
associated with growth resulting from the Comprehensive Plan. The contribution rate schedule is
revised periodically by the Board of Supervisors based on the Consumer Price Index.
In November 2016, I-66 Mobility Partners was selected to deliver the Transform 66 Outside the
Beltway project. The project is a public-private partnership between the Virginia Department of
Transportation (VDOT), the Department of Rail and Public Transportation (DRPT), and a private
partner, Express Mobility Partners (EMP). The project delivers $3.7 billion of transportation
improvements in the I-66 corridor and transform I-66 into a multimodal corridor that moves more
people by providing more reliable and new travel options. The new managed lanes opened for toll-
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Transportation Initiatives
paying and High Occupancy Vehicle (HOV) use in November 2022 and the first section of the 66
Parallel Trail, connecting Cedar Lane to Chain Bridge Road, opened in May 2023.
The Transform 66 Outside the Beltway agreement also provided a $500 million concessionaire
payment for additional transportation projects that will augment the effectiveness of the other I-66
improvements. In December 2017, the Commonwealth Transportation Board (CTB) approved the
list of projects, including nine projects in Fairfax County. See http://www.transform66.org/ for more
information.
State
The Commonwealth utilizes the Smart Scale process to prioritize project funding and the
development of the Six-Year Improvement Program (SYIP). The Smart Scale process considers
congestion mitigation, economic development, accessibility, safety, land use, and environmental
quality to rank candidate projects. The CTB can weigh these factors differently in each of the
Commonwealth's transportation districts; however, congestion mitigation must be weighted highest
in Northern Virginia.
In June 2024, the Board authorized the County to submit applications for the FY 2026-2031 Smart
Scale Program for the following four projects (listed in priority order below):
• Frontier Drive Extension (Franconia-Springfield Metrorail Station to Loisdale Road): $197 million
• Route 7 Widening (I-495 to I-66) for Bus Rapid Transit: $296.8 million
• Braddock Road Phase II: $16.6
• Town Center Parkway Underpass: $363 million
In the previous round of funding, the Route 7 Widening (Route 123 to I-495) project was selected to
receive $38.5 million. The approved funding was included in the FY 2024-2029 SYIP, which was
adopted in June 2023.
The Revenue Sharing program is administered by VDOT, in cooperation with the participating
localities, as authorized by the Code of Virginia. The Program provides funding for use by a county,
city, or town to construct, reconstruct, improve, or maintain the highway systems. These funds must
be equally matched by the locality. For Fairfax County, this program has been very successful in
helping to fund some of the County’s major road and transit projects. The Commonwealth
Transportation Board has adopted a policy of providing a match of up to $10 million, through its
Revenue Sharing Program, for roadway projects designated by a locality for improvement,
construction, or reconstruction.
State law also prioritizes project types for the Revenue Sharing Program, stating that priority will be
given: first, to projects that have previously received Revenue Sharing funds; second, to projects
that (i) meet a transportation need identified in the Statewide Transportation Plan or (ii) accelerate a
project in a locality's capital plan; and (iii) address pavement resurfacing and bridge rehabilitation
projects where the maintenance needs analysis determines that the infrastructure does not meet the
Department's maintenance performance targets.
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In September 2023, the Board authorized the County to submit applications to the Revenue Sharing
program for the following projects:
• Lincoln Street - $6,846,000
• Shirley Gate Road Extension - $5,000,000
• Davis Drive Extension (formally named Rock Hill Road Bridge Project) - $3,800,000
Project selection recommendations were announced in spring 2024. The Lincoln Street and Shirley
Gate projects were awarded $2,705,637 and $1,902,955, respectively. Funding for both projects are
included in the FY 2025-2030 SYIP.
Public transportation in Fairfax County includes several different types of capital facilities
programmed to move people effectively throughout the transportation network in the County and the
region. Primary capital facilities include Metrorail, Metrobus, Fairfax Connector, commuter park and
ride lots, and commuter rail related projects. The County's role with neighboring Virginia jurisdictions,
the Washington, D.C. region, and state and federal entities varies from project to project.
Funding for public transportation in Fairfax County includes Federal Aid, State Aid, Northern Virginia
Transportation District bonds, Northern Virginia motor fuel tax, County bonds, the County General
Fund, the C&I tax, and NVTA local and regional revenues for transportation.
Metrorail
The Washington Metropolitan Area Transit Authority (WMATA) currently operates the 128-mile mass
transit rail system with 98 stations serving the National Capital Region. Thirteen Metrorail stations
are in Fairfax County: West Falls Church-VT/UVA, Dunn Loring-Merrifield, and Vienna-Fairfax/GMU
Stations on the Orange line; the Franconia-Springfield Station on the Blue line; the Huntington Station
on the Yellow line; and the McLean, Tysons Corner, Greensboro, Spring Hill, Wiehle-Reston East,
Reston Town Center, Herndon, and Innovation Stations on the Silver Line. The Van Dorn Metrorail
Station is located on the Blue line in Alexandria, but also serves transit riders of Fairfax County.
WMATA Capital
WMATA’s federal funding includes Passenger Rail Investment and Improvement Act (PRIIA)
funding, as well as Federal Transit Administration (FTA) formula grants. PRIIA was reauthorized for
FY 2023 to provide $150 million annually in federal grants to WMATA. Federal PRIIA funds will
continue to be matched by contributions from Virginia, Maryland, and the District of Columbia. All
three signatory jurisdictions passed the compact amendments required to receive the federal
funding, and the non-Federal matches are in place. The capital funding is used to support areas such
as: meeting safety requirements of the National Transportation Safety Board (NTSB), repairing aging
rail track, investing in new rail cars, maintaining and often replacing escalators and elevators, and
rehabilitating rail stations and platforms. A Capital Funding Agreement (CFA) includes all the planned
capital expenditures for Metrorail, Metrobus, and Paratransit for FY 2021 through FY 2027. This
agreement also provides for state of good repair needs in the Capital Improvement Program (CIP)
at WMATA, such as the purchase of new railcars, buses, and station capacity improvements in the
core of the system.
Public
Transportation
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Dulles Corridor Rail Project
The extension of the Metrorail system to Tysons and Dulles International Airport (IAD), a
transportation priority for Fairfax County and the Commonwealth of Virginia for several decades, was
completed on November 15, 2022. This project created a 23-mile extension of the Metrorail line,
beginning between the East and West Falls Church Stations through Tysons, Reston, Herndon, and
then to Dulles International Airport, and into Loudoun County. The new line has eleven stations,
including eight in Fairfax County. The project was being constructed in two phases. Phase 1,
completed in July 2014 with a cost of $2.9 billion, begins at the Orange Line and extends the line to
Wiehle Avenue in Reston. Phase 2 cost $3.02 billion and extended the rail line through Dulles
International Airport to its final stop at Ashburn Station in Loudoun County, including three more
stations in Fairfax County, an airport station, two in Loudoun County, and a rail maintenance and
storage facility at Dulles International Airport. The primary source of funding to complete the rail line
is toll road revenues (over 50 percent), with $900 million, or 15.8 percent from the Federal
government, 16.1 percent from Fairfax County, 4.8 percent from Loudoun County, 4.1 percent from
MWAA airport revenues, and 10.1 percent from the Commonwealth of Virginia. A portion of Fairfax
County’s share of Phase 1 and Phase 2 is funded by two special transportation improvement districts.
The special tax districts will provide $400 million and $330 million of Fairfax County’s share for Phase
1 and 2, respectively. For more information on the funding breakdown for this project, visit the Dulles
Corridor Metrorail Project website: http://www.dullesmetro.com/.
Commuter Rail
Fairfax County, as a member of the Northern Virginia Transportation Commission (NVTC), and in
cooperation with the Potomac and Rappahannock Transportation Commission (PRTC), participates
in the development of plans, budgets, agreements, and capital projects for the operation of the
Virginia Railway Express (VRE) commuter rail service. VRE operates peak period service on the
Virginia Passenger Rail Authority (VPRA)-CSX Transportation Fredericksburg Line from
Spotsylvania to Union Station and on the VPRA-Norfolk Southern Railway (NS) Manassas Line from
Broad Run to Union Station. Fairfax County has five stations in the system: Franconia-Springfield,
Lorton, Burke Centre, Rolling Road, and Backlick Road. Each of these facilities includes station
platforms, fare equipment, user amenities, and parking (Franconia-Springfield parking garage owned
by WMATA).
In June 2022, VRE began a new System Plan 2050 update. This update responds to the numerous
changes in regional travel patterns, especially since the beginning of the COVID-19 pandemic. VRE’s
System Plan 2050, which can be found on VRE’s website (www.vre.org), discusses the long-term
capital and equipment needs for the VRE system, as well as various expansion options and
associated capital requirements. VRE has been incrementally implementing these improvements
since the initial Strategic Plan was adopted in 2004, including supplemental revisions as the system
and needs in the northern Virginia and Washington, D.C. regions change. The updated Plan
establishes a defined set of goals and vision while evaluating potential service improvements and
system expansion initiatives to determine the relative magnitude of benefits and costs, identify
potential funding opportunities, and determine needed coordination and cooperation with regional
transportation partners and stakeholders to ensure future capacity best meets regional travel needs.
According to the 2022 Customer Opinion Survey, the initial travel market analysis has revealed that
regional commuting patterns from outer jurisdictions to the region’s core, VRE’s core market, have
been demonstrably altered by not only the COVID-19 pandemic, but also the post-pandemic shifts
in work habits and policies. With an estimated 66 percent of current VRE riders being employed by
the Federal Government, and another 7 percent by the Military, VRE’s post-pandemic recovery has
largely been dictated by the employee policies of federal and Department of Defense agencies. VRE
continues to identify methods to enhance and promote service within the region post-pandemic, while
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 199
Transportation Initiatives
identifying potential new market sources for ridership. The VRE board has authorized Saturday
service beginning in 2025, expanding service beyond Monday-Friday commuters to the recreational
weekend travel market.
The Virginia Passenger Rail Authority (VPRA) established by the General Assembly effective July 1,
2020, under the auspices of the Commonwealth Transportation Board (CTB), crafts long-term plans
and maximizes rail investments in the region. The 15-member governing board includes the Virginia
Railway Express’ (VRE) CEO, as an ex-officio member, and six individuals, who reside within the
jurisdictions represented by the NVTC and PRTC. In 2021, the Commonwealth finalized an
agreement with CSXT to acquire 386 miles of railroad right-of-way and 223 miles of track from CSX,
including approximately half of the CSX-owned railroad right-of-way between Washington, DC, and
Petersburg, VA. Agreements were also finalized with Amtrak, CSX, and VRE to support the
construction of a bridge dedicated to passenger rail over the Potomac River connecting Arlington
and Washington, D.C. VPRA will fund and construct an additional 37 miles of third and fourth main
track between Arlington and Spotsylvania. In 2024, VPRA finalized the purchase of the Norfolk
Southern Manassas Mainline between Alexandria and Manassas. As part of the Transforming Rail
in VA program, the Commonwealth is investing more than $4 billion in railroad right-of-way and
additional infrastructure improvements. Over the next decade, this will allow for an increase of VRE
service and extend the geographic reach of Virginia-supported Amtrak trains.
In 2018, the Virginia General Assembly passed HB 1539/SB 856 which provides $15 million annually
for VRE, called Commuter Rail Operating and Capital (C-ROC) fund, within the regional gas tax
funds, which was imposed separately through SB 896/HB 768. In agreement with the
Commonwealth, VRE has contributed C-ROC funds to the Commonwealth’s Transforming Rail in
Virginia program, which will continue to occur separately from, but in parallel with, VRE’s budget
adoption process. As C-ROC funds are available, the VRE Operations Board has agreed to the
major criteria for the use of these funds, including:
• Projects that are not eligible for typical VRE capital funding sources (e.g., NVTA, SmartScale)
• Projects where a commitment of local funding could ‘unlock’ significant state or federal matching
funds
• Projects that are necessary to allow for future capacity expansion
• Continued use of Capital Reserve to fund small cost/scope changes
• Replacement of major existing assets such as railcars
VRE proposes to acquire portions of the former Norfolk Southern Manassas Line in Alexandria and
Prince William County from VPRA for use for VRE midday storage, for construction of a third main
line between the VRE Manassas and Broad Run Stations, for permanent easements at VRE
Manassas Line stations, and for a permanent operating easement over the Manassas Line trackage.
The acquisition is expected to be completed in 2025 at an estimated cost of $155 million. Along with
the relocation of midday storage from Amtrak’s Ivy City Coach Yard in Washington, DC, the
acquisition is anticipated to save VRE nearly $180 million in access fee payments to Norfolk Southern
and Amtrak over a 10-year period.
All of Fairfax County’s VRE stations (Burke Centre, Rolling Road, Lorton, Backlick, and Franconia-
Springfield) are affected by or will affect the system’s growth. Fairfax County continues to monitor
the parking situations at all VRE Stations to identify any improvements required for safety and/or
capacity. The County is also in partnership with VRE to extend all the station platforms within the
County to accommodate longer train sets proposed by VRE.
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Metrobus
The WMATA Board of Directors payment policy requires local jurisdictions to pay their respective
shares of the estimated annual operating costs of the bus system and capital costs for new buses,
vehicle refurbishments, maintenance facility modernizations, bus shelters, and other miscellaneous
improvements. New bus and rail formulas for allocating these shares was adopted by the WMATA
Board in November 2024 and will be used for the first time for the FY 2026 budget. The non-federal
share of capital expenditures for the WMATA bus system are shared by Fairfax County and the other
WMATA compact partners jurisdictions in the National Capital Region. Under HB 1539 /SB 856, the
WMATA/Transit Funding Bill passed by the Virginia General Assembly, the annual subsidy to support
Metrobus operations paid collectively by the Virginia jurisdictions named in the WMATA compact
cannot rise more than three percent in a given year.
Fairfax Connector
In 1985, the Fairfax Connector system began operations providing service to the Huntington
Metrorail Station. This service consisted of ten routes with 33 transit buses. Fairfax Connector was
created as a cost-effective public transportation system for Fairfax County to operate as an
alternative to Metrobus. FCDOT manages the Fairfax Connector bus system, the largest local bus
system in the Northern Virginia region. With a fleet of 344 buses and services provided by a private
contractor, Fairfax Connector transports approximately 32,000 passengers on weekdays (post-
pandemic). With the FY 2024 service improvements implemented, the Connector will operate 87
routes daily, serving 14 Metrorail stations, five VRE commuter rail stations, and several County-
owned transit centers, including the new Monument Drive Garage and the Springfield CBC
Commuter Garage. Additional information can be found at: Fairfax Connector | Connector
(fairfaxcounty.gov). The Transit Services Division will focus on several ongoing capital projects:
• Transit Bus Procurements: In 2025, the Connector is scheduled to receive 33 new buses as part
of a fleet renewal program. This includes 12 diesel buses, 2 battery-electric buses, and 19 hybrid
buses. Over a five-year period, the program aims to replace 176 buses. The new buses will
replace older vehicles that have reached the end of their useful life cycle, improving fleet
reliability and providing customers with the latest amenities and technologies.
• Bus Mid-life Rebuilds: Buses reaching mid-life undergo an overhaul, which includes major
component replacements such as the engine, transmission, and radiator cooling package.
These upgrades enhance reliability, allowing the buses to continue serving the riding public
throughout their useful life. Mid-life replacement programs are considered a best practice within
the transit industry to maintain buses in a state-of-good-repair.
• Battery Electric Bus Demonstration: Twelve battery electric buses were purchased along with
the required charging infrastructure as a pilot program. This initiative aims to evaluate energy
requirements and range limitations under various operating conditions while providing firsthand
experience with the technology.
The Virginia Department of Transportation (VDOT) is responsible for the construction and
maintenance of roads in the interstate, primary and secondary highway systems. Funds are allocated
for these purposes through federal and state laws, and various combinations of federal state fund
matching are utilized for construction and maintenance. In recent years, VDOT’s primary focus has
been on the programming of highway construction and improvements derived from the priorities for
the interstate system and the state's primary highway system aimed at accommodating traffic
demands. In years past, the state has proposed studies to require the four largest counties to take
over the construction and maintenance of these roads. However, no legislation requiring this
proposal has passed the General Assembly.
Highways and
Transit
Facilities
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In addition, implementing the Countywide TPP, based on the Comprehensive Plan, will provide
guidance to the County concerning which projects should be submitted for funding for the allocation
of state highway funds and the identification of projects to be funded by County bonds, and other
sources of transportation revenues.
The Six-Year Improvement Program (SYIP) is prepared annually by VDOT in conjunction with its
annual budget and can be found at: http://syip.virginiadot.org. Smart Scale does not require the CTB
to fund projects in order of their scoring or to select the highest scoring project. Additional
consideration may be used to develop the SYIP, such as: public feedback; overall availability of
funding and eligible uses of such funding; and project development considerations. VDOT holds
public hearings each year and receives input from the Board of Supervisors in preparing and
finalizing these project allocations. The allocation of funds to VDOT projects is the subject of public
hearings held separately from the County CIP process. Although, in many cases, the County is not
funding the projects and has no direct responsibility for the construction and improvement of the road
system, the provision of a road system to adequately serve the needs of the County is of major
concern to Fairfax County and its citizens. Fairfax County staff is an integral part of the project team,
developing, reviewing, and coordinating projects and studies from scoping through construction
phases. To supplement the VDOT programs, other funds and programs have been established and
are also included in the CIP. Examples of current road and transit projects include:
• Springfield CBC Commuter Parking Garage: The Springfield CBC Commuter Parking Garage
is a new parking garage to accommodate approximately 1,000 commuter parking spaces and
provide a bus transit station on the ground level. The estimated total cost of this project was
$58.38 million, which was funded with federal and local C&I tax funding sources. This facility
opened in September 2024.
• Monument Drive Commuter Parking Garage and Transit Center: The Monument Drive
Commuter Parking Garage and Transit Center is a new parking garage with 820 parking spaces
and a transit center with eight bus bays, a kiss-and-ride facility, bicycle storage, bikeshare
station, Electric Vehicle charging, restroom facility, and a Connector store. The total cost of this
project was $40.85 million, which was fully funded with Transform 66 Concession funds. The
garage opened for service in June of 2024.
• Reston Metrorail Access Group (RMAG) Program: This Program provides for the
construction of missing sidewalk links and improvements to the pedestrian access at
intersections located near Phase 2 of the Dulles Rail Metro stations.
• Traffic Calming Program: This program provides for the staff review of roads for traffic calming
measures when requested by a Board member on behalf of a homeowners’ or civic association.
Traffic calming employs the use of physical devices such as multi-way stop signs, speed humps,
raised pedestrian crosswalks, median islands, or traffic circles to reduce the speed of traffic on
residential streets.
• Tysons Roadway Infrastructure: The County’s Comprehensive Plan for Tysons envisions a
transformation that will result in an urban center of approximately 113 million square feet of
development by 2050. Several improvements to the existing roadway and transportation
infrastructure are necessary to improve access to, and mobility within, the Tysons Urban
Center. These improvements are identified as “Tysons-Wide” in Table 7 of the Comprehensive
Plan and shown in the Table below. These projects include new access points from the Dulles
Toll Road and expanded capacity to arterial roads. Projects included in the CIP are those that
are programmed for the next ten years. Below is an excerpt from Table 7:
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 202
Transportation Initiatives
Transportation Infrastructure, Programs, and Services, as they Relate to the Level of Development in Tysons
Type of Transportation
Program or Infrastructure
Project
Description of Transportation Program or
Infrastructure Project
Area Served
by
Improvement
Origin of Transportation
Program or Infrastructure
Project
A. Transit and Pedestrian Improvements
Rail Transit Routes
Complete Phase I of Metrorail Silver Line
Tysons-wide/
Countywide
Completed
Bus transit routes
Neighborhood bus routes; circulator bus routes
serving Metrorail stations; express bus routes on I-
66 and I-95/I-495
Tysons-wide/
Countywide
Transit Development Plan
Sidewalks
Sidewalks to provide connections to developments
within walking distance of rail stations
District
Tysons Vision
TMSAMS – Completed
B. Tysons-wide Road Improvements
Roads – Connecting Bridge
Bridge connecting Jones Branch Drive to Scotts
Crossing Road
Tysons-wide
Completed
Roads – Arterial Widening
Widen Route 7 from 4 to 6 lanes from the Dulles
Toll Road to Reston Avenue
Tysons-wide
Completed
Roads – Arterial Widening
Widen VA 123 to 8 lanes from Route 7 to I-495
Tysons-wide
Planning Stage
Roads – Arterial Widening
Widen VA 123 from 4 to 6 lanes between Route 7
and Old Courthouse Road
Tysons-wide
Planning Stage
Roads – Arterial Widening
Widen Route 7 from 4 to 6 lanes between I-495 and
I-66
Tysons-wide
Planning Stage
Roads – Arterial Widening
Widen Route 7 from 6 to 8 lanes from VA 123 to I-
495
Tysons-wide
Planning Stage
Roads – Arterial Widening
Complete widening of Rt. 7 to 8 lanes from the
Dulles Toll Road to Rt. 123
Tysons-wide
Programmed and Construction
Completed
Roads – Freeway Widening
Widen I-495 from 8 to 12 lanes to provide 4 HOT
lanes between the Springfield Interchange and
American Legion Bridge
Tysons-wide/
Countywide
Programmed and Construction
Completed
Roads – Freeway Ramp
HOT ramp connecting to Jones Branch Drive
Tysons-wide
Programmed and Construction
Completed
Roads – Freeway Ramp
HOT ramp connecting to the Westpark Bridge
Tysons-wide
Programmed and Construction
Completed
Roads – Freeway Ramp
HOT ramp connecting to Rt. 7
Tysons-wide
Programmed and Construction
Completed
C. Grid of Streets
Roads – Grid of Streets
Grid west of Westpark Drive
District
Planning Stage
Roads – Grid of Streets
Grid bounded by Gosnell Road, Route 7, and VA
123
District
Planning Stage
Roads – Grid of Streets
Grid connections to Greensboro Drive
District
Planning Stage
Roads - Grid of Streets
Grid of streets east of I-495 -
District
Planning Stage
D. Miscellaneous Improvements
Bicycle Access Points
Bicycle connections into and out of Tysons
Tysons-wide
Planning and Implementation;
Partially Complete
Roads and Intersection Spot
Improvements
Intersection improvements outside of Tysons as
identified in the Neighborhood Traffic Impact Study
and other studies
Tysons-wide
Planning Stage
Metrorail Station Access
Access improvements as identified in the Tysons
Metrorail Station Access Management Study
Tysons-wide
Planning and Implementation;
Completed
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 203
Transportation Initiatives
Nationally and internationally, what has been referred to in the transportation industry as
Bicycle/Pedestrian Initiatives, is now known as Active Transportation. Active transportation is mostly
non-motorized travel including walking, biking, hiking, and riding a scooter or horse for transportation
or recreational purposes. Improving active transportation access and safety through new and/or
improved sidewalks, crosswalks, shared-use paths, bicycle lanes and more encourages active
transportation for transportation and recreation. Further, many Fairfax County residents cannot drive
due to age, ability, or access to a motor vehicle. Access to active transportation facilities can expand
transportation networks for these individuals who cannot or do not drive. Primary strategies used in
Active Transportation include:
• Design for and accommodate active transportation users of all ages and abilities, especially the
most vulnerable users
• Plan for and aid the implementation of a connected network of multi-use trails, sidewalks and
bikeways
• Mitigate roadway crossing risks through use of small block sizes, pedestrian refuge islands,
pedestrian signals or beacons, crosswalk lighting, crosswalks at all legs at signalized
intersections, high-visibility crosswalk markings and other countermeasures
• Prioritize active transportation connectivity to daily destinations including activity centers, transit
stops, public buildings such as community centers and libraries, and public parks/recreation
areas; areas where a high proportion of the population may rely on active transportation and
transit for their daily mobility needs; regional connections; and high crash corridors
• Support Safe Routes to School (SRTS) programs to enable K-12 students to walk/bike to school
• Provide wayfinding signs and maps to direct pedestrians and bicyclists to the most direct and/or
most comfortable route
• Provide high quality bicycle parking facilities at transit stops and public buildings and provide
guidance on bicycle parking placement and design to developers and property owners
• Expand the number of Fairfax County owned and operated Capital Bikeshare stations, as part
of the regional system
• Encourage more active transportation trips and increase education on how to do so safely
through events, engagement and campaigns
The Board of Supervisors directed FCDOT to lead the effort to improve active transportation safety
and mobility, including constructing bicycle and pedestrian facilities in high-priority areas of Fairfax
County. In 2006, the Board endorsed a Ten-Year Funding Goal of $60 million for new bicycle and
pedestrian projects. Through FY 2025, the Board has greatly exceeded this goal by selecting $536
million in high-priority bicycle and pedestrian improvement projects. Most recently, the Board has
approved additional funding for active transportation access and safety. During the COVID-19
pandemic, pedestrian and bicycle activity increased throughout the County and this increased usage
highlighted the inadequacies of the existing infrastructure. New funding for this program is targeted
at $100 million over approximately six years through FY 2027. This funding will help expedite efforts
to make one-time investments in pedestrian and bicycle infrastructure that will have
long-term, meaningful impacts on accessibility, and safety in the community. A detailed
description of Fairfax County’s Active Transportation Program can be found at:
https://www.fairfaxcounty.gov/transportation/bike-walk.
Active
Transportation
Program
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 204
Transportation Initiatives
Equity Review and Initiatives
The Fairfax County Department of Transportation (FCDOT) is committed to promoting equity across
all aspects of transportation planning and projects. Recognizing that past transportation investments
have not always equitably benefited all communities, FCDOT applies an equity lens to assess
impacts and develop strategies to address potential burdens on affected populations. The
Department is dedicated to ensuring all communities have access to safe, reliable, and affordable
transportation options. By actively engaging with underserved and underrepresented communities,
FCDOT seeks to enhance mobility for all Fairfax County residents, workers, and visitors, regardless
of race, gender, age, sexual orientation, national origin, language proficiency, or disability. This
commitment is achieved through planning, coordinating, funding, implementing, and sustaining an
equitable, multimodal transportation system that aligns with the community's needs and values.
1. Bicycle and Pedestrian Access Facilities (Countywide): $82,118,597 has been approved to
date to support additional bicycle and pedestrian access throughout the County. The Board of
Supervisors has consistently emphasized the importance of providing safe access for
pedestrians and bicycles, especially near schools, parks, activity centers, transit station areas,
and revitalization areas. During the COVID-19 pandemic, pedestrian and bicycle activity
increased throughout the County and this increased usage highlighted the inadequacies of the
existing infrastructure. This funding will help expedite efforts to make one-time investments in
pedestrian and bicycle infrastructure that will have long-term, meaningful impacts on
accessibility and safety in the community. Per the Board’s directive, new funding for this program
is targeted at $100 million over approximately six years through FY 2027.
2. Board of Supervisors Transportation Priorities Plan (Countywide): Funding of
approximately $3.034 billion is anticipated to be supported by local, regional, and state funding
sources. These funds will provide for building new roads, sidewalks, bike lanes, and transit
facilities and improving existing roads, sidewalks, bike lanes, and transit facilities. There are
several major programs which support the TPP including:
• Reston Funding Plan (Hunter Mill District): On February 28, 2017, the Board of
Supervisors approved $2.27 billion for transportation infrastructure improvements to
support recommendations in the Reston Phase I Comprehensive Plan Amendment.
The proposed plan allocates roughly $1.2 billion of the improvements over 40 years
from public funds, federal, state, local, and regional funds that are anticipated for
countywide transportation projects. Approximately $1.07 billion of the improvement
costs will be raised from private funds, sources of revenue that are generated within
the Reston Transit Station Areas (TSA) and used exclusively for transportation projects
in the Reston TSAs. Additional information can be found at:
https://www.fairfaxcounty.gov/transportation/study/reston-network-analysis.
• Richmond Highway Bus Rapid Transit Project (Franconia and Mount Vernon
Districts): The Richmond Highway Bus Rapid Transit (BRT) project includes the
implementation of an approximate 7.4-mile new transit service extending along North
Kings Highway / VA 241 and Richmond Highway / U.S. Route 1 from Huntington
Metrorail Station in the north to U.S. Army Garrison Fort Belvoir in the south. The
project includes the construction of new BRT-dedicated median lanes; nine BRT
stations; streetscape improvements; and walkways and bicycle facilities. The project
will operate in mixed traffic along North Kings Highway and dedicated lanes on
Richmond Highway. Section 1 of the project is from Huntington Metrorail Station to
Equity
Initiatives
Current Project
Descriptions
and Approved
Transportation
Plans
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 205
Transportation Initiatives
Gum Springs, and Section 2 is from Gum Springs to Fort Belvoir. Both Sections are
proposed to be operational by 2031. The planning level cost estimate for the project is
$978.8 million. As of FY 2024, Fairfax County has secured approximately $433.3
million of the project cost and continues to seek funding opportunities, such as the
Federal Transit Administration (FTA) New Starts grant program.
• Tysons Transportation Funding Plan (Dranesville, Hunter Mill, and Providence
Districts): On October 16, 2012, the Board of Supervisors approved $3.1 billion in
public and private funding for transportation infrastructure improvements to support
recommendations in the Tysons Comprehensive Plan. The proposed plan includes
various transportation improvements including: a grid of streets network, neighborhood
intersection improvements, major roadway projects in and around Tysons, and a transit
circulator service. The Fairfax County share during the CIP period is $855 million.
3. Capital Sinking Fund for County Roads (Countywide): $13,943,451 has been allocated, to
date, to the Capital Sinking Fund for County Roads. The Capital Sinking Fund was established
as a direct result of the Infrastructure Financing Committee (IFC). Funding for each sinking fund
is approved annually as part of the Carryover Review and is allocated based on the following
percentages: 45 percent for FMD, 25 percent for Schools, 15 percent for Parks, 7 percent for
Walkways, 5 percent for County maintained Roads and Service Drives, and 3 percent for
Revitalization maintenance. Reinvestment continues in prioritized road improvements.
4. Capital Sinking Fund for Walkways (Countywide): $18,384,286 has been allocated to date
for the Capital Sinking Fund for County Walkways. The Capital Sinking Fund was established
as a direct result of the Infrastructure Financing Committee (IFC). Funding for each sinking fund
is approved annually as part of the Carryover Review and is allocated based on the following
percentages: 45 percent for FMD, 25 percent for Schools, 15 percent for Parks, 7 percent for
Walkways, 5 percent for County maintained Roads and Service Drives, and 3 percent for
Revitalization maintenance. Reinvestment continues on deteriorating trails throughout the
County.
5. Confederate Name Changes – Roads (Countywide): $1,400,000 will support sign
replacement in response to the Board of Supervisors approval of name changes associated with
Route 29 and Route 50 in the County. The Board requested that the Commonwealth
Transportation Board change the road names and committed that the County would pay for the
cost of replacement of 228 road signs.
6. Contributed Roadway Improvements (Countywide): This funding accounts for proffered
developer contributions received for roadway and transportation improvements throughout the
County. Contributions are based on the developer rate schedule for road improvements in the
Fairfax Center, Centreville, and Tysons areas, as well as Tysons-Wide Developer Contributions
and Tysons Grid of Streets Contributions. The rate schedule is revised periodically by the Board
of Supervisors based on the Consumer Price Index. Project funding is appropriated at the fiscal
year-end, consistent with the level of developer proffer revenue received during that fiscal year.
Many different projects throughout the County are supported by this Program within the following
major categories: primary and secondary road improvements, bridge design and construction,
intersection/interchange improvements, signal improvements, and transit improvements. The
current funding allocated to this program is $53,573,682.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 206
Transportation Initiatives
7. Herndon Monroe Area Development Study (Hunter Mill District): $525,864 was approved
to support the master planning effort associated with County owned property at the west side of
the Herndon Monroe Park and Ride facility/Herndon Monroe Metro Station Garage site. The
goal of the study was to determine the development potential for the approximately 28-acre site
and define possible conceptual development options for its use while maintaining the
transportation assets. The study is complete, and the team will be exploring opportunities for
Transit Oriented Development concepts and procurement options, including Public Private
Partnerships, consistent with the Comprehensive Plan goals on this site.
8. Metro CIP (Countywide): These funds provide additional access to the existing Metrorail and
Metrobus systems to meet growing demand. This program includes projects such as new rail
cars and buses and additional parking facilities as well as railcar rehabilitations, escalator
overhauls, Metrorail platform repairs and station enhancements, and improvements to the
existing system. This does not include the cost associated with the Dulles Rail Project. Fairfax
County’s share of the Metro CIP is estimated at $241.4 million from FY 2026 to FY 2030. These
estimated capital expenses are paid with County General Obligation Bonds.
9. Reinvestment and Repairs to County Roads (Countywide): This is a continuing project for
the reinvestment, repair, and emergency maintenance of County roads. The County is
responsible for 38 miles of roadways not maintained by VDOT. Annual funding supports pothole
repair, drive surface overlays, subgrade repairs, curb and gutter repairs, traffic and pedestrian
signage repairs, hazardous tree removal, grading, snow and ice control, minor ditching, and
stabilization of shoulders and drainage facilities. The Sinking Fund allocation has provided over
$13.9 million to date for reinvestment in the most critical needs and continues to provide for
roads that have been identified as deteriorating. Funding of $500,000 has been included in FY
2026 for this program.
10. Reinvestment and Repairs to Walkways (Countywide): This is an on-going project to meet
emergency and critical infrastructure requirements for County trails, sidewalks, and pedestrian
bridges. Annual repairs include the correction of safety and hazardous conditions, such as
damaged trail surfaces, retaining wall failures, handrail repairs, and the rehabilitation of bridges.
DPWES and the Department of Transportation are responsible for the infrastructure
replacement and upgrade of 683 miles of walkways and 78 pedestrian bridges. A walkway
condition assessment is underway and will be used to develop a multi-year walkway plan and
prioritize all required walkway improvements. This assessment will result in equitable funding
and resources throughout the County, while implementing maintenance projects based on a
condition rating. This is a long process with approximately five Supervisory Districts completed
and the remaining Districts anticipated to be completed by July 2025. The Capital Sinking Fund
allocation has provided over $18.3 million to date for reinvestment in the most critical trail needs
and continues to provide for trails that have since been identified as deteriorating. A separate
assessment for pedestrian bridges has been completed in accordance with the National Bridge
Inspection Standards (NBIS). This assessment is used to identify bridge assets that are in need
of repair or replacement. Funding of $500,000 has been included in FY 2026 for this program.
11. Traffic Calming Program (Countywide): This is a continuing program 2026 to support ongoing
and future traffic calming projects. Traffic calming employs the use of physical devices, such as
multi-way stop signs, speed humps, raised pedestrian crosswalks, median islands, or traffic
circles, to reduce the speed of traffic on residential streets. Funding of $500,000 has been
included in FY 2026 for this program.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 207
Transportation Initiatives
12. Trail Snow Removal Pilot (Countywide): $32,000 has been approved to support a pilot
program associated with snow removal on County trails. This project will provide for snow
removal on two trails serving the Tysons and Springfield Metro Stations. This level of funding
supports a Priority 4 level of service, which includes the clearing of trails when snow depth is a
minimum of 2 inches. In addition, snow removal will occur after the storm ends and after County
facilities have been treated. This pilot program will help determine costs, service challenges,
and benefits associated with removal of snow from heavily used trails.
13. Transportation Planning/Planning and Development Studies (Countywide): $5,624,484
has been approved to provide initial funding for transportation planning studies associated with
the Lincolnia Planning District Phase II, Fairfax Center Area Phase II, and the Dulles Suburban
Center; a construction feasibility study for a connector between Oakwood Road and Vine Street
over I-495; and analysis and planning tools for travel demand forecasts used for transportation
studies, Comprehensive Plan amendments, rezoning cases, corridor and subarea studies, and
citizen requests.
VDOT SIX-YEAR PROGRAM
More Detailed information may be found on these projects using VDOT’s website, at
www.virginiadot.org. Specific Fairfax County projects can be found through VDOT’s Six Year
Improvement Program site (VDOT Six-Year Improvement Program (virginiadot.org).
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 208
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Bicycle and Pedestrian Access
Facilities
G$82,119 $17,881 $17,881 $100,000
2
Board of Supervisors TPP B, F, S, X $1,154,735 $573,761 $554,044 $515,460 $236,000 $1,879,265 $3,034,000
3
Capital Sinking Fund for County
Roads
G$13,943 $0 $13,943
RC-000001
4
Capital Sinking Fund for Walkways G$18,384 $0 $18,384
ST-000050
5
Confederate Name Changes -
Roads
G$1,400 $0 $1,400
2G40-204-000
6
Contributed Roadway
Improvements
X$53,574 $0 $53,574
Fund 30040
7
Herndon Monroe Area
Development Study
G$526 $0 $526
2G25-100-000
8
Metro CIP B, S, U C $45,500 $46,800 $48,200 $49,700 $51,200 $241,400 $241,400
9
Reinvestment and Repairs to
County Roads
GC$500 $500 $500 $500 $500 $2,500 $2,500 $5,000
2G25-021-000
10
Reinvestment and Repairs to
Walkways
GC$500 $1,000 $1,000 $1,000 $1,000 $4,500 $5,000 $9,500
ST-000049
11
Traffic Calming Program GC$500 $500 $500 $500 $500 $2,500 $2,500 $5,000
2G25-076-000
($000's)
Transportation Initiatives
Project Cost Summaries
Reston Funding Plan
Richmond Highway Bus Rapid Transit (BRT)
Tysons Transportation Funding Plan
ST-000051, ST-000053, ST-000054,
ST-000055, 2G40-197-000, 2G51-052-000
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 209
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Transportation Initiatives
Project Cost Summaries
12
Trail Snow Removal Pilot G$32 $0 $32
2G25-121-000
13
Transportation Planning /
Planning and Development Studies
G$5,624 $0 $5,624
2G40-133-000, 2G35-009-000
Total $1,330,337 $638,642 $602,844 $565,660 $287,700 $53,200 $2,148,046 $10,000 $3,488,383
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
BBonds
F Federal
GGeneral Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 210
(Picture)
To provide efficient and economical refuse collection,
recycling, and disposal services.
To provide facilities for the sanitary, efficient, and economical
reception and transportation of solid waste generated in
Fairfax County.
To reduce the volume of the solid waste stream through the
implementation of recycling and waste reduction programs.
To provide for the operation of sanitary waste disposal
facilities, utilizing the most economically viable and
environmentally acceptable methods available.
To provide treatment facilities that meet applicable
effluent discharge standards in the most cost-effective
manner possible.
To provide a system of conveyance and treatment facilities
that is responsive to the development goals of the adopted
Comprehensive Plan.
To carry out the necessary renovation and improvements
that will permit the entire system to function at a high
level of efficiency.
To provide a system of drainage facilities that prevents or
minimizes property damage, traffic disruption, and stream
degradation in an efficient, cost-effective, and
environmentally sound manner.
To provide the facilities to treat, transmit, and distribute a safe
and adequate water supply.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 211
Solid Waste
The Solid Waste Management Program provides the system for refuse collection, recycling, and
disposal services for County businesses and residents.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Solid Waste and Recycling objectives 36-38 shown
below:
• Provide conveniently located solid waste management facilities and operations, while ensuring
that these facilities are compatible with adjacent land uses.
• Provide an efficient, cost effective, and environmentally sound comprehensive solid waste
management system that meets the current and future needs of the County.
• Provide a waste reduction and recycling program readily available to all, that meets the current
and future needs of the County.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024
The County Solid Waste Management Program operates several facilities: The Solid Waste Transfer
Station at the I-66 Solid Waste Management Complex on West Ox Road, the I-95 Landfill Complex
in Lorton, and the Newington Collection Operations Facility.
Both County and private hauler collection vehicles deposit their waste at the I-66 Solid Waste
Transfer Station where it is consolidated into tractor trailers for transfer to the Reworld Fairfax, LLC
facility in Lorton and other disposal facilities, such as the Prince William County Landfill. The I-66
facility also includes a closed municipal landfill and a recycling and disposal center for County
residents and businesses.
The I-95 Landfill Complex contains a functioning ash landfill, a closed municipal waste landfill, and
a recycling and disposal center providing services to residents and businesses. The I-95 Ash Landfill
is used for the disposal of ash generated by Reworld’s waste to energy facilities at the I-95 Landfill
and in Alexandria. Additionally, ash generated from the combustion of biosolids (sewage sludge) at
Fairfax County’s Noman M. Cole, Jr. Water Recycling Facility is also deposited into the I-95 Ash
Landfill.
The Newington Collection Operations Facility provides for refuse and recycling collection vehicles
and ancillary equipment. The Newington Complex currently houses the County’s collection fleet
along with administrative facilities for personnel. Infrastructure costs are paid by refuse collection
fees charged to approximately 45,100 residential County customers. About half of the County
customers also receive curbside vacuum leaf collection service in the fall for an additional fee of
$0.019 per $100 of assessed value of the home and property.
The County’s current twenty-year Solid Waste Management Plan was adopted by the Board of
Supervisors in 2004 and has been updated every 5-6 years since. The latest update was submitted
to the Virginia Department of Environmental Quality in May 2020. This Plan is required by state
regulation administered by the Virginia Department of Environmental Quality and provides a
framework for implementing solid waste management programs and facilities and demonstrates how
the county will manage waste and recyclables for a 20-year period. A new five-year update will be
submitted in April 2025.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 212
Solid Waste
Equity Review and Initiatives
The Solid Waste Management system is vital for the entire community, ensuring waste collection
and disposal is protective of the public and the environment. The goal is to enhance waste
management services for all communities within the County, fostering a healthier and more equitable
distribution of public resources and environmental benefits. This includes the timely and cost-
effective renewal and repair of aging sanitary infrastructure, safely managing legacy environmental
sites, and investing in sustainable technologies. Equity is at the core of the Waste Management
system mission. By prioritizing vulnerable areas, the goal is to undo historical disparities and
guarantee equal access to high-quality waste management services. Staff are dedicated to
continually evaluating and improving practices to advance equity and environmental stewardship,
ensuring no community is left behind and the most vulnerable residents are engaged in and benefit
from the County’s pursuit of environmental sustainability.
1. I-66 Administrative Building Renovation (Springfield District): $10,875,000 is estimated to
be required through FY 2035 to fund renovations to the existing building and transfer facility at
the I-66 Transfer Station over the next 5 years. The renovation work includes repair of the roof,
repair of the pit structures, renovation of a leachate pumpstation, installation of solar
infrastructure, e-vehicle truck chargers, design/installation of tunnel scales, and other related
modifications necessary to meet present needs and building codes. FY 2026 funding of
$1,110,000 has been included for this project.
2. I-66 Basement Drainage Renovation (Springfield District): $150,000 will provide for the
repair and maintenance of the tipping floor and basement drainage systems. This drainage
system processes all liquids produced from the tipping floor and any additional substances
generated through the transportation of solid waste. The long-term goal of this project is to
solidify the facility’s compliance with Solid Waste Regulations.
3. I-66 Environmental Compliance (Springfield District): $6,051,000 is estimated to be required
through FY 2035 to fund environmental management activities for the I-66 landfill which was
closed in 1982. The work will include repairing areas which have settled due to decomposition
of waste, operating and maintaining the landfill gas system that provides fuel for heating at a
FCDOT/WMATA bus garage, conducting groundwater corrective action, and improving the
storm water management system. There are also projects to remediate landfill gas migration. A
groundwater treatment system is being designed to prevent off-site migration of impacted
groundwater. Stormwater improvements are planned for the facility at its discharge locations.
Funding of $1,710,000 has been included in FY 2026 for this project.
4. I-66 Transport Study/Site Redevelopment (Springfield District): $13,419,000 is estimated
to be required through FY 2035 to provide the design, construction, reconstruction, and retrofit
of the I-66 Transfer Station’s existing traffic flow patterns, citizen’s drop-off area, and the
Household Hazardous Waste (HHW) Collections Facility. A new green island has been finished
to separate residential and commercial traffic and improve the existing traffic flow. Traffic
controls and new signage are being implemented to enhance overall safety and customer
experience on site. The HHW facility handles most of the household hazardous waste processed
within Fairfax County. The current facility is aging and in need of renovation and reconstruction
to meet ever increasing HHW Collection Regulations and to provide safe disposal of substances
collected. Initial phases include areas directly in front of the transfer building, which are
complete, and a relocated commercial truck scale facility, which is currently in progress. Funding
of $375,000 has been included in FY 2026 for this project.
Equity
Initiatives
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 213
Solid Waste
5. I-95 Landfill Closure (Mount Vernon District): $27,440,000 is estimated to be required though
FY 2035 to meet all state and federal regulations for placing the synthetic cap on the Area Three
Lined Landfill (ATLL) unit and repairing or reconstructing the cap on the Municipal Solid Waste
(MSW) unit at the I-95 Landfill. Four phases of closure will occur in the ATLL unit and consist
of capping the landfill with a flexible membrane liner and/or low permeability soil to prevent the
water infiltration from run-on and other sources. Modifications are proposed to the capped areas
of the MSW unit to accommodate modernization of the Residential Disposal and Recycling
Center and to make more storage areas available at the site for recyclables and other beneficial
uses. This is an ongoing effort as various areas of the landfill are filled to final grades. A new
ash fill over the Lot C area was recently reopened. This area was previously temporarily capped
and is needed to expand the available ash fill area. A future new landfill cell area, Phase IV, is
currently in the design and permitting phase. Construction of Phase IV is still several years
away. Funding of $200,000 has been included in FY 2026 for this project.
6. I-95 Landfill Environmental Compliance (Mount Vernon District): $5,615,000 is estimated
to be required through FY 2035 for two environmental initiatives associated with the I-95
complex. The first initiative will provide for the continuation of ground
water investigations and remediation efforts in accordance with the
ground water Corrective Action Plan for the I-95 Landfill.
Investigations and corrective action efforts may involve installation of
ground water monitoring wells, injection of products intended to
reduce concentrations of constituents of concern, and/or recover and
treat ground water, among other alternatives. The second initiative
will provide for Stormwater Improvements. Most of the existing storm
water detention basins that manage stormwater flow at the I-95
landfill will be reconstructed or renovated with retrofits installed to
improve stormwater flow and water quality discharge. Recently a
major effort was completed to dredge and restore the detention
basins on the site back to design conditions. This initiative includes
assessment of the existing stormwater network, recommendations
for improvements, design, regulatory support, construction, and
construction management. These improvements are required to
comply with Virginia Pollutant Discharge Elimination System permit requirements. This site has
also been involved in activities related to EPA Chesapeake Bay requirements. This effort is
ongoing and may involve further stormwater improvements and future permit requirements.
Funding of $790,000 has been included in FY 2026 for this project.
7. I-95 Landfill Leachate Facility (Mount Vernon District): $5,010,478 has been approved to
fund the leachate collection system. A major project was completed in FY 2017 that included
additional force mains, controls, upgraded pumping, landfill de-watering efforts, pretreatment,
treatment, and storage facilities to process fluids collected in the leachate collection system
installed at the Municipal Solid Waste (MSW) and ash disposal areas of the landfill. This project
continues to address minor improvements to the system including maintenance funds for
ongoing pump repair and replacement, a new H2S treatment system, and a new flowmeter.
These improvements are required to comply with both Virginia DEQ regulations and a new
wastewater discharge permit per EPA regulations. The main wastewater discharge flowmeter at
the site will require renovation and upgrade.
I-95 Energy/Resource Recovery Facility
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 214
Solid Waste
8. I-95 Landfill Lot B Redesign (Mount Vernon District): $7,700,000 is estimated to be required
through FY 2035 for design, construction, reconstruction, and retrofit of the I-95 landfill’s existing
Lot B area which is used for various residential solid waste drop-off activities. The area currently
handles recyclables, solid waste, mulch/yard waste, household hazardous waste, white goods,
and encompasses other site activities, such as vehicle fueling, washing, and maintenance. The
goal of this project is to expand the paved area and to implement a covered structure within Lot
B to further improve conditions for the residents, minimize operational nuisances, such as
contact stormwater and wind-blown dust and litter, and to provide for new waste processing
equipment and methods (baler, sorting system, etc.) to maximize recycling revenue and
diversion rates. A site master planning effort is also underway which will help identify the needs
for this and other projects. Funding of $1,550,000 has been included in FY 2026 for this project.
9. I-95 Landfill New Service Road (Mount Vernon District): $1,500,000 is available for the
redesign and rebuilding of I-95 Landfill’s existing entrance road which is the primary access point
for residential disposal and recycling customers and commercial haulers. This project will
separate public and commercial customer traffic to address safety concerns and improve the
operational flow of traffic through the facility. As part of this effort, the unused structures of Lot
A have been demolished and the area restored to its original grades.
10. I-95 Methane Gas Recovery (Mount Vernon District): $4,959,000 is estimated to be required
through FY 2035 for ongoing projects including refurbishment of the main gas flares and
expansions of the gas collection systems due to migration. These efforts are required to maintain
compliance with VADEQ regulations. Funding of $140,000 has been included in FY 2026 for
this project.
11. I-95 Operations Building Renovation (Mount Vernon District): $6,199,000 is estimated to
be required through FY 2035 for infrastructure improvements to the existing I-95 Landfill
Operations facility. These improvements include replacing worn and leaking roofing, upgrading
faulty HVAC controls, adding entry security features, improving the locker rooms, ADA
compliance, rearranging interior walls/offices, and replacing flooring. Recent efforts have been
completed for remediation of water damage, concerns associated with mold, and improvement
to buildings windows. Funding of $900,000 has been included in FY 2026 for this project.
12. I-95 Transfer/Materials Recovery Facility (Mount Vernon District): $14,350,000 is estimated
to be required through FY 2035 for the feasibility study and design of an enclosed facility to
handle general waste and recycling efforts at the I-95 Complex. This Materials Recovery Facility
(MRF) will be used to sort, screen, and package recyclables generated from the waste stream
that have not been removed prior to general disposal. This facility will be located near or on the
I-95 landfill and will require significant design and permitting efforts. The facility will support
Fairfax County’s Zero Waste initiative and be part of the long-term planning efforts in the 20-
year Solid Waste Management Plan update.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 215
Solid Waste
13. Newington Refuse Facility Enhancements (Mount Vernon District): $9,741,000 is estimated
to be required through FY 2035 for infrastructure improvements to the existing Newington
Operations facility. These improvements include replacing roofing and maintaining concrete and
pavement at the site. Recently completed projects include solar panels on the roof and E-vehicle
commercial chargers for collection vehicles. Funding of $445,000 has been included in FY 2026
for this project.
14. Solid Waste Storm Clean Ups (Countywide): This is a continuing project that supports refuse
collection and disposal services to citizens, communities, and County agencies through the Solid
Waste General Fund programs consisting of the Community Cleanups, Court/Board-directed
Cleanups, Health Department Referrals, and Eviction Programs.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 216
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
I-66 Administrative Building
Renovation
X$5,505 $1,110 $690 $340 $290 $490 $2,920 $2,450 $10,875
SW-000011
2
I-66 Basement Drainage
Renovation
X$150 $0 $150
SW-000023
3
I-66 Environmental Compliance X $1,751 $1,710 $910 $210 $210 $210 $3,250 $1,050 $6,051
SW-000013
4
I-66 Transport Study/Site
Redevelopment
X$4,879 $375 $1,245 $6,200 $120 $100 $8,040 $500 $13,419
SW-000024
5
I-95 Landfill Closure X $2,440 $200 $2,200 $2,200 $4,700 $4,700 $14,000 $11,000 $27,440
SW-000019
6
I-95 Landfill Environmental
Compliance
X$2,390 $790 $220 $285 $220 $285 $1,800 $1,425 $5,615
SW-000016
7
I-95 Landfill Leachate Facility X $5,010 $0 $5,010
SW-000018
8
I-95 Landfill Lot B Redesign X $1,750 $1,550 $3,600 $100 $100 $100 $5,450 $500 $7,700
SW-000020
9
I-95 Landfill New Service Road X $1,500 $0 $1,500
SW-000027
10
I-95 Methane Gas Recovery X $3,559 $140 $140 $140 $140 $140 $700 $700 $4,959
SW-000014
11
I-95 Operations Building
Renovation
X$4,499 $900 $50 $100 $50 $100 $1,200 $500 $6,199
SW-000015
($000's)
Solid Waste
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 217
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Solid Waste
Project Cost Summaries
12
I-95 Transfer/Materials Recovery
Facility
X$2,000 $100 $6,000 $6,000 $12,100 $250 $14,350
SW-000022
13
Newington Refuse Facility
Enhancements
X$3,691 $445 $145 $2,145 $2,145 $195 $5,075 $975 $9,741
SW-000001
14
Solid Waste Storm Clean Ups G C$75 $75 $75 $75 $300 $375 $675
2G25-127-000
Total $39,124 $7,220 $9,275 $11,895 $14,050 $12,395 $54,835 $19,725 $113,684
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
S State
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 218
Stormwater Management
Fairfax County’s Stormwater Management program is managed on a comprehensive watershed
basis and consists of: Regulatory Compliance, Dam Safety and Facility Rehabilitation, Stream and
Water Quality Improvements, Emergency and Flood Control, Conveyance System Rehabilitation,
contributory funding requirements and Operational Support.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Stormwater Management objectives 39-40 as shown
below and the Environment Element’s objectives 2, 3, 7, & 9:
• Provide for a comprehensive drainage improvement and stormwater management program to
maximize property protection and environmental benefits throughout the watershed.
• Provide a system of drainage facilities that prevents or minimizes structure flooding, stream
degradation and traffic disruption in an efficient, cost effective and environmentally sound
manner.
• Prevent and reduce pollution of surface and groundwater resources. Protect and restore the
ecological integrity of streams in Fairfax County.
• Protect the Potomac Estuary and the Chesapeake Bay from the avoidable impacts of land use
activities in Fairfax County.
• Minimize the exposure of new development to the potential of flood impacts.
• Identify, protect and enhance an integrated network of ecologically valuable land and surface
waters for present and future residents of Fairfax County.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy - Public Facilities, Amended through 5-7-2024;
Environment, amended through 12-3-2019
The long-range goal or mission for the stormwater program is dictated by the County’s need to
preserve and restore the natural environment and water resources, while being in full compliance
with all applicable federal and state laws and mandates. Many of the requirements are derived from
the State’s Chesapeake Bay Initiatives, Municipal Separate Storm Sewer System Permit (MS4), and
other Clean Water Act requirements and County ordinances and policies, such as the Water Supply
Protection Overlay District. In order to comprehensively address program requirements and
strategies for restoring water quality on a holistic basis, watershed management plans have been
completed. Additionally, an ongoing Stream Physical Assessment program has been developed to
identify areas of need and opportunities for targeted watershed improvement projects.
Watershed Planning and Implementation
Watershed Management Plans for all 30 County watersheds have been completed. The watershed
plans provide targeted strategies for addressing stream health given current and future land use
practices and relative stream conditions. Ongoing watershed management activities continue based
on numerous planning related programs within the comprehensive stormwater management
program.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 219
Stormwater Management
Stream physical and biological degradation becomes apparent when the extent of impervious
surfaces within a watershed area approaches 10 percent. Severe degradation occurs as
imperviousness exceeds 20 percent. During previous decades, prior to implementation of modern
stormwater controls, the County’s percent of imperviousness increased drastically which contributed
to the current degraded conditions of many County streams. As depicted on graph A below, 70
percent of County stream monitoring sites in 2023 had impervious levels above 20 percent (high). In
addition, 17.5 percent of the 40 sites monitored were between 10-20 percent impervious (moderate).
As depicted on the graph B below, and based on the same 2023 stream monitoring, just 17.5 percent
of the County’s streams are estimated in good or excellent biological health condition. This condition
is determined using an Index of Biological Integrity (IBI) which evaluates stream ecological health
based on the community structure of bottom-dwelling aquatic invertebrates inhabiting the streams.
Approximately 27.5 percent of County streams are estimated in “fair” biological condition, while the
remaining 55 percent of streams were in “poor” or “very poor” condition.
The Federal Clean Water Act and Virginia state laws require Fairfax County to meet water quality
standards for surface waters. The County discharges stormwater from its storm drainage network
into the waters of the state and must comply with all pertinent water quality standards and conditions
established by the MS4 permit. The permit conditions require that the County have a comprehensive
stormwater management program that includes inspection of existing stormwater facilities,
watershed planning, public outreach, monitoring and implementation of practices to improve
stormwater quality.
In response to requirements for a Chesapeake Bay-wide Total Maximum Daily Load (TMDL),
established by the EPA in December 2010, states have developed Watershed Improvement Plans
(WIP) to set specific targets for reduction and capping of nutrients and sediment pollutants entering
the Bay through its various tributaries from both point source (e.g. wastewater treatment plants) and
non-point source pollution. The TMDL for the Chesapeake Bay has established a “pollution diet”, or
pollution load reduction targets needed to remove the Bay from the impaired waters list. The
requirements for Bay states and localities are also being driven by a Presidential Executive Order of
May 2009 that called for more stringent actions, increased accountability and firm deadlines. The
implementation phase of the TMDL is well on the way and Bay states have developed a Phase III
WIP which was submitted to EPA in August 2019. The WIP involves increased measures tied to
firmly established milestones and an ultimate implementation deadline of 2025. Through the
stormwater program and other efforts, the County continues to implement significant resources and
B
A
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 220
Stormwater Management
water pollution controls in order to effectively improve local stream conditions, comply with increasing
regulations and help restore the Chesapeake Bay.
While every effort has been made to accurately reflect the 5-year capital improvement plan for the
stormwater program, there are currently multiple issues that are in various stages of the regulatory
and permitting processes that will possibly have significant funding impacts on the Stormwater
program. Increases in regulatory requirements associated with the reissuance of the 2024 MS4
permit, updates to Chesapeake Bay-wide TMDL requirements as a result of the Phase III WIP, local
stream TMDL’s, and State stormwater regulations impact the funding requirements on a continual
basis. Mitigation of unforeseen County-wide flooding events and impacts from climate change
require a significant investment to implement corrective actions and improve failing and deficient
storm drainage systems that impact County residential and commercial properties. In addition to
these funding impacts, responsibility for the Fairfax County Public Schools MS4 permit program
continues to add funding requirements to the stormwater program.
Additional funding impacts to the stormwater program include long term stormwater management
maintenance requirements of County facilities that are designed and built using innovative
stormwater management systems, called Green Stormwater Infrastructure (GSI). Past stormwater
maintenance at County-owned and operated facilities traditionally consisted of maintenance of catch
basins, storm pipes and surface ponds. However, to meet current stormwater quality requirements,
more extensive and complex stormwater management systems are being implemented for the
treatment of stormwater runoff. These water quality systems continue to require more complex
operational and maintenance efforts to function properly and comply with the stormwater permit
requirements. In addition, the inventory of new stormwater management facilities continues to grow
by approximately three percent per year. Without the proper on-going maintenance, the systems will
likely fail, requiring more extensive costs to reconstruct the systems to function as designed. As
these water quality systems and stormwater facilities come on-line, funding will be needed to meet
the recurring maintenance requirements.
Financing the Stormwater Program
The Board of Supervisors approved a special service district to support the Stormwater Management
Program and provide a dedicated funding source for both operating and capital project requirements
by levying a service rate per $100 of assessed real estate value, as authorized by Code of Virginia
Ann. Sections 15.2-2400. Since this fund was established, staff have made significant progress in
the implementation of watershed master plans, public outreach efforts, stormwater monitoring
activities, water quality and flood mitigation project implementation, and operational maintenance
programs related to existing storm drainage infrastructure including stormwater conveyance and
regulatory requirements.
Staff continue to assess the appropriate service rate required to fully support the stormwater program
now and, in the future, to address the growth in inventory and other community needs. Some of the
additional community needs under evaluation include additional flood mitigation projects to reduce
flood risk and projects to prevent stream erosion. As the program evolves, data indicate incremental
changes may be needed to the rate over time, potentially resulting in a higher rate to fully support
the program. Staff continue to evaluate these requirements and analyze the impact of increased real
estate values on revenue projections.
One of the recent initiatives funded by the Stormwater Services Fund is the new
Stormwater/Wastewater facility, which will consolidate operations and maximize efficiency between
the Stormwater and Wastewater Divisions. Stormwater operations are currently conducted from
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 221
Stormwater Management
various locations throughout the County, and the new collocation of Stormwater and Wastewater
staff will provide service efficiencies and sharing of resources.
While staff continue to further evaluate the impact of recent initiatives and the long-term requirements
for the Stormwater Program, the FY 2026 rate remains the same as the FY 2025 Adopted Budget
Plan level of $0.0325 per $100 of assessed value. However, it is anticipated that in the next several
years incremental rate increases will be required based on continued growth of the stormwater
system, the increased implementation of flood mitigation projects, and additional requirements in the
Municipal Separate Storm Sewer System (MS4) Permit reissued in January 2024.
In summary, Stormwater funding is essential to protect public safety, preserve property values and
support environmental mandates such as those aimed at protecting the Chesapeake Bay and the
water quality of other local jurisdictional waterways. Projects include repairs to stormwater
infrastructure, measures to improve water quality, such as stream stabilization, rehabilitation and
safety upgrades of dams, repair and replacement of underground pipe systems and surface
channels, structural flood proofing and site retrofits. This funding also supports increased public
outreach efforts and stormwater monitoring activities. The approach to capital investment in
stormwater management is to improve infrastructure reinvestment cycles and increase capital project
implementation schedules to responsibly manage stormwater runoff within Fairfax County, while
maintaining compliance with increasing regulatory requirements and operational requirements.
Focus will be provided to balance effectiveness and efficiencies through management of staff
resources balanced with delivery of services through outsourced opportunities.
Equity Review and Initiatives
Stormwater Management staff aim to ensure that management policies and practices promote equity
and enhance community resilience. Staff ensure that stormwater management initiatives promote
equitable access to clean waterways and green spaces, minimize flood risks, and utilize hydrologic
and hydraulic modeling to access community needs. Staff foster inclusive participation by involving
residents in planning and decision-making processes to support the distribution of resources and
benefits countywide. By focusing on system needs rather than socioeconomic factors, the work
directly benefits communities that may lack strong direct involvement in advocating for infrastructure
improvements. This ensures that all areas, regardless of demographic or economic status, receive
the necessary stormwater management services, contributing to a more equitable distribution of
public resources and benefits throughout the county.
Staff also evaluate stormwater grant initiatives for diverse communities, ensuring both federal and
state grant funding decisions promote fairness and inclusivity in water management practices.
Finally, tree planting initiatives supported in the Stormwater Services Fund, directly impact
underserved and vulnerable communities within the County. These areas often face significant
environmental and social disparities, including limited access to green spaces and higher exposure
to environmental hazards. Tree plantings improve air and water quality, reduce urban heat islands,
and increase green spaces, all of which contribute to better overall well-being particularly for
underserved populations. Vulnerable communities often face higher exposure to environmental
issues and lack access to green spaces.
Equity
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 222
Stormwater Management
1. Conveyance System Inspection/Development (Countywide): This program provides
inventory inspection and assessment services for 1,600 miles of underground stormwater pipes
and improved channels with an estimated replacement value of over one billion dollars. County
staff continue to perform internal inspections of all the stormwater pipes. The initial results show
that approximately 4 percent of the pipes exhibit conditions of failure, and an additional 2 percent
require maintenance or repair. MS4 Permit regulations require inspection and maintenance of
these existing conveyance systems, as well as 66,800 stormwater structures, and a portion of
the immediate downstream channels at 7,000 regulated pipe outlets. The goal of this program
is to inspect pipes on a 10-year cycle and rehabilitate pipes and improve outfall channels before
total failure occurs. The goal of this program is to inspect pipes on a 10-year cycle and
rehabilitate pipes and improve outfall channels before total failure occurs. Funding of $4,000,000
for inspections and development has been included in FY 2026.
2. Conveyance System Rehabilitation (Countywide): This program provides repair and
rehabilitation of storm drainage conveyance systems and stormwater drainage structures in the
County. Acceptable industry standards indicate that one dollar re-invested in infrastructure
saves seven dollars in the asset’s life and $70 dollars if asset failure occurs. Funding in the
amount of $10,000,000 is included for conveyance system rehabilitation and outfall restoration
in FY 2026.
3. Dam and Facility Maintenance (Countywide): This program is responsible for the inventory,
inspections, operations, and maintenance of all stormwater facilities within the County. There
are approximately 8,400 stormwater management facilities in service, ranging from small rain
gardens to large state regulated flood control dams. The County oversees the inspection of
approximately 6,000 privately-owned facilities and maintains over 2,400 County-owned facilities.
As new development and redevelopment continue within the county, this inventory is expected
to grow annually. The program also includes sediment removal in both wet and dry stormwater
management facilities to ensure adequate capacity for treating stormwater. Each year,
approximately 50 projects are undertaken requiring design, construction management, contract
management and ongoing maintenance responsibilities. Additionally, this program ensures the
safety and functionality of the structures and dams that manage water flow through County
owned facilities. It supports the annual inspection of 20 state-regulated dams as well as the
Huntington Levee and oversees the development and annual updating of Emergency Action
Plans (EAPs) as mandated by the state. These EAPs include annual emergency drills,
exercises, flood monitoring and capital repair and rehabilitation for each dam. Funding in the
amount of $6,000,000 is included for dam and facility maintenance in FY 2026.
4. Dam Safety and Facility Rehabilitation
(Countywide): This program provides for capital repair and
rehabilitation of stormwater management facilities
throughout the County. The County owns and operates a
variety of facilities including dams, green infrastructure,
underground detention, and proprietary systems with an
estimated replacement value exceeding $500 million.
Funding in the amount of $11,000,000 is included for dam
rehabilitation in FY 2026.
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 223
Stormwater Management
5. Debt Service for Stormwater/Wastewater Facility (Countywide): $503,595 represents the
FY 2026 requirement for debt service payments associated with the Stormwater/Wastewater
facility. The facility is financed by EDA bonds with the Stormwater Services Fund and
Wastewater Fund supporting the debt service. Interest funding received to date in the amount
of $3,674,780 and new funding in the amount of $503,595 will provide for the total FY 2026
requirement of $4,178,375 for debt service payments associated with the facility.
6. Emergency and Flood Response Projects (Countywide): This program supports flood
control projects designed to mitigate flooding events that impact storm systems and flood homes
and buildings. The program provides annual funding for scoping, design, and construction
activities related to flood mitigation projects. These efforts are essential for protecting
communities from the increasing risks associated with extreme weather events. Funding in the
amount of $9,000,000 is included for the Emergency and Flood Response Projects in FY 2026.
7. Enterprise Asset Management – Work Order System (Countywide): This project will provide
funding for the transition from an Enterprise Asset Management (EAM) system to a more
functional Asset Management Program (AMP). This funding will support the acquisition of
software, servers, and consultant services to migrate asset management and related work order
management into the new system. The current system tracks assets, inspections, daily work
management, and associated contractor costs. The new system will include geographic
information system (GIS) integration and field mobility. This new system will optimize service
delivery and asset management for DPWES supporting the County’s broader operational and
strategic goals. Funding in the amount of $203,200 is included for this project in FY 2026.
8. Grant Contributions to NVSWCD (Countywide): This contributory funding supports additional
projects selected through the successful NVSWCD administered Conservation Assistance
Program (CAP), Virginia Conservation Assistance Program (VCAP), and Flood Mitigation
Assistance Program (FMAP). CAP and VCAP provide cost-share and technical assistance for
the voluntary installation of environmental best management practices (BMP) to improve private
drainage and erosion issues, improve water quality, and support long-term stewardship of the
County watersheds by building awareness of the importance of watershed protection. Beginning
July 1, 2024, FMAP applicants can receive 50 percent reimbursement, up to $5,000, for the cost
of practices and/or projects that protect their properties from flood damage. The programs align
with the County's watershed management plans that suggest establishing a cost share program
with property owners. FY 2026 funding of $750,000 is included for grant contributions to
NVSWCD.
9. Lake Accotink Dredging (Braddock District): $5,800,000 has been allocated from stormwater
funds to support studies and design work associated with Lake Accotink. Lake Accotink provides
valuable recreational opportunities to residents and supports a variety of wildlife. However, due
to the large, developed area upstream, and the significant amounts of sediment that flows into
the lake, continuing to dredge the lake and maintain its current size may be too expensive, too
impactful to natural resources, or too disruptive to adjacent communities. Staff are currently
conducting a study which will measure sedimentation rates over a 3-year period; conducting an
assessment of the Lake Accotink dam to determine the improvements and maintenance needed
to ensure long-term regulatory compliance and safe functioning; conducting a feasibility study
associated with a smaller lake option of 20-40 acres with a deepness of 4-to-8 feet; and
developing a robust community engagement plan. For planning purposes, an additional amount
of $61,500,000 has been estimated for this project.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 224
Stormwater Management
10. Northern Virginia Soil and Water Conservation District (NVSWCD) Contributory
(Countywide): This program provides funding for contributions to the Northern Virginia Soil and
Water Conservation District (NVSWCD). The NVSWCD is an independent subdivision of the
Commonwealth of Virginia that provides leadership in the conservation and protection of
County's soil and water resources. The goal of the NVSWCD is to continue to improve the quality
of the environment and general welfare of the citizens of Fairfax County by providing them with
a means of dealing with drainage and flooding issues, water conservation and related natural
resource problems. Funding of $673,872 has been included for the County contribution to the
NVSWCD in FY 2026.
11. Occoquan Monitoring Contributory (Countywide): The Occoquan Watershed Monitoring
Program (OWMP) and the Occoquan Watershed Monitoring Laboratory (OWML) were
established to ensure that water quality is monitored and protected in the Occoquan Watershed.
The OWMP plays a critical role as the unbiased interpreter of basin water quality information.
Funding of $225,049 has been included for the County contribution to the OWMP in FY 2026.
12. Pro Rata Share Drainage Improvements (Countywide): Pro Rata funds received from
developer are used to support watershed planning, regional pond development and other
drainage improvement projects. Contributions are received in accordance with the Pro Rata
Share Program approved by the Board of Supervisors on December 16, 1991. The Pro Rata
Share Program provides a funding source to correct drainage deficiencies by collecting a
proportionate share of the total estimated cost of drainage improvements from the developers
of the land. As projects are identified and prioritized during scheduled budgetary reviews, Pro
Rata funds on deposit are appropriated. This project has a current budget of $12,954,792.
13. Stormwater Allocation to Towns (Countywide): This program provides funding for allocations
to the Towns of Vienna and Herndon. On April 18, 2012, the State Legislature passed SB 227,
which entitles the Towns of Herndon and Vienna to all revenues collected within their boundaries
by Fairfax County’s stormwater service district. An agreement was developed for a coordinated
program whereby the Towns remain part of the County’s service district and the County returns
25 percent of the revenue collected from properties within each town. This allows for the Towns
to provide services independently such as maintenance and operation of stormwater pipes,
manholes, and catch basins. The remaining 75 percent remains with the County and the County
takes on the responsibility for the Towns’ Chesapeake Bay TMDL requirements as well as other
TMDL and MS4 requirements. This provides for an approach that is based on watersheds rather
than on jurisdictional lines. Funding in the amount of $1,250,000 is included for the allocations
to Vienna and Herndon in FY 2026.
14. Stormwater Regulatory Program
(Countywide): This is a continuing program to
support County operations to meet the conditions of
a state issued MS4 Permit. The County is required
by federal law to operate under the conditions of a
state issued MS4 Permit. Stormwater staff annually
evaluate funding required to meet the increasing
federal and state regulatory requirements pertaining
to the MS4 Permit, and state and federal mandates
associated with controlling water pollution delivered
to local streams and the Chesapeake Bay. The MS4 Permit allows the County to discharge
stormwater from its stormwater systems into state and federal waters. Of the 15,000 stormwater
Barnack Drive – Before
(Outfall Restoration)
Barnack Drive – After
(Outfall Restoration)
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 225
Stormwater Management
outfalls in the County, approximately 9,000 are regulated outfalls covered by the permit. The
permit was recently reissued in January 2024. The permit requires the County to inspect,
maintain, and document the stormwater management facility inventory, enhance public outreach
and education efforts, continue water quality monitoring efforts, and provide stormwater
management and stormwater control training to all appropriate County employees. The permit
also requires the County to implement sufficient stormwater projects that will reduce nutrients
and sediment to comply with the Chesapeake Bay and local stream TMDL requirements.
Funding in the amount of $4,000,000 is included for the regulatory program in FY 2026.
15. Stormwater/Wastewater Facility (Braddock District): This project will provide funding for a
Stormwater/Wastewater facility which will consolidate operations and maximize efficiencies
between the Stormwater and Wastewater Divisions. Currently Stormwater operations are
conducted from various locations throughout the County with the majority of staff located at the
West Drive facility. Facilities for field maintenance operations and for field/office-based staff are
inadequate and outdated for the increased scope of the stormwater program, and inadequate
to accommodate future operations. This project is currently under construction and is scheduled
to be completed in fall 2026. The total project estimate is $109 million with $92 million financed
by EDA bonds and $17 million supported by the Stormwater Services and Wastewater Fund
16. Stream and Water Quality Improvements (Countywide): This program funds water quality
improvement necessary to mitigate the impacts to local streams and the Chesapeake Bay
resulting from urban stormwater runoff. This includes water
quality projects such as construction and retrofit of
stormwater management ponds, implementation of green
stormwater infrastructure facilities, stream restoration, and
water quality projects identified in the completed Countywide
Watershed Management Plans. These projects will aid in
the reduction of pollutants and improve water quality in
county streams, that are considered to be in fair to very poor
condition and likely do not meet Federal Clean Water Act
water quality standards. In addition, Total Maximum Daily
Load (TMDL) requirements for local streams and the Chesapeake Bay are the regulatory drivers
by which pollutants entering impaired water bodies must be reduced. The Chesapeake Bay
TMDL was established by the EPA and requires that MS4 permitees implement measures to
reduce the amount of nitrogen, phosphorous, and sediment discharged in waters that drain to
the Chesapeake Bay. MS4 permitees must achieve 40 percent of the total required reductions
by June 30, 2026, and 100 percent of the total required reductions by June 30, 2028. The County
is required to construct new stormwater facilities and retrofit existing facilities and properties.
EPA continually updates Chesapeake Bay compliance reductions which means additional
projects may need to occur to achieve compliance. In addition to being required to meet
Chesapeake Bay TMDL targets, the current MS4 Permit requires the County to develop,
implement, and update action plans to address local impairments. Funding in the amount of
$29,682,053 is included for stream and water quality Improvements in FY 2026.
17. Tree Preservation and Plantings (Countywide): This project provides for tree plantings
throughout the County. Revenues collected through the land development process are
appropriated at year end to support the tree preservation and planting program. Funding in the
amount of $748,789 has been received to date.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 226
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Conveyance System
Inspection/Development
SF C $4,000 $4,000 $4,000 $4,000 $4,000 $20,000 $25,000 $45,000
2G25-028-000
2
Conveyance System Rehabilitation SF C $10,000 $11,000 $12,000 $13,000 $14,000 $60,000 $75,000 $135,000
SD-000034
3
Dam and Facility Maintenance SF C $6,000 $6,000 $7,000 $7,000 $8,000 $34,000 $49,000 $83,000
2G25-031-000
4
Dam Safety and Facility
Rehabilitation
SF C $11,000 $15,000 $15,000 $15,000 $15,000 $71,000 $75,000 $146,000
SD-000033
5
Debt Service for
Stormwater/Wastewater Facility
SF $13,458 $4,178 $4,181 $4,183 $4,180 $4,181 $20,903 $50,163 $84,524
2G25-117-000
6
Emergency and Flood Response
Projects
SF C $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 $50,000 $95,000
SD-000032
7
Enterprise Asset Management -
Work Order System
SF C$203 $964 $1,167 $1,167
SD-000044
8
Grant Contributions to NVSWCD SF C$750 $750 $750 $750 $750 $3,750 $4,000 $7,750
2G25-011-000
9
Lake Accotink Dredging SF $5,800 $1,000 $60,500 $61,500 $67,300
SD-000041
10
NVSWCD Contributory SF C$674 $674 $674 $674 $674 $3,370 $3,045 $6,415
2G25-007-000
11
Occoquan Monitoring Contributory SF C$225 $225 $225 $225 $225 $1,125 $1,125 $2,250
2G25-008-000
12
Pro Rata Share Drainage Projects X $12,955 $0 $12,955
SD-000045
13
Stormwater Allocation to Towns SF C $1,250 $1,250 $1,250 $1,250 $1,250 $6,250 $7,500 $13,750
2G25-027-000
($000's)
Stormwater Management
Project Cost Summaries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 227
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
($000's)
Stormwater Management
Project Cost Summaries
14
Stormwater Regulatory Program SF C $4,000 $4,000 $4,000 $4,000 $4,000 $20,000 $25,000 $45,000
2G25-006-000
15
Stormwater/Wastewater Facility B, SF $109 $0 $109
SD-000039
16
Stream and Water Quality
Improvements
SF C $29,682 $28,000 $28,000 $28,000 $28,000 $141,682 $145,000 $286,682
SD-000031
17
Tree Preservation and Plantings X $749 $0 $749
2G25-030-000
Total $33,071 $80,962 $86,044 $146,582 $87,079 $89,080 $489,747 $509,833 $1,032,651
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
SF Stormwater Fees
U Undetermined
X Other
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 228
Wastewater Management
Fairfax County provides sewer service to its residents and businesses through a system of
approximately 3,300 miles of sewer lines, 70 pumping stations, 57 metering stations, and one
treatment plant owned and operated by the County. Additional treatment plant capacity is provided
by contractual agreements with the District of Columbia Water (DC Water), Alexandria Renew
Enterprises (AlexRenew), Arlington County, Upper Occoquan Service Authority (UOSA), Loudoun
Water, Prince William County Service Authority, and Colchester Utilities.
Fairfax County's Comprehensive Plan, Public Facilities Element includes the countywide objectives
1-7, which apply to all facility types and the Wastewater Management objectives 34-35 as shown
below:
• Provide public sewer in accord with the approved sewer service area and the Statement of Policy
Regarding Sewage Disposal.
• Maintain a system of conveyance and treatment facilities that is responsive and compatible with
the development and environmental goals of the county, and provide necessary renovations and
improvements that will permit the entire system to function at a high level of efficiency.
Source: Fairfax County Comprehensive Plan, 2017 Edition; Policy Plan - Public Facilities, Amended through 5-7-2024
The current capital program generally supports the following County initiatives:
• Providing sufficient treatment plant capacity to ensure that projected residential and
nonresidential growth can be accommodated over the planning period.
• Improving the effluent quality of County-owned and treatment by contract wastewater treatment
facilities to comply with increasingly stringent discharge limitations, such as those mandated by
the Chesapeake Bay Program.
• Ensuring a sufficient capital re-investment rate for the rehabilitation and replacement of existing
County assets to ensure cost effective long-term operations and provision of adequate service
levels.
Financing of the capital program for the sanitary sewer system has historically been derived from
three sources: system revenues, the sale of revenue bonds, and grant funding. The County has
generally used system revenues on a “pay as you go” basis to fund most capital improvements. This
has been true for “recurring” capital projects, such as capital replacement and rehabilitation projects,
extension and improvement (E&I) projects, and general system improvements. For major capital
initiatives, such as system expansion and regulatory compliance projects, the County has funded the
projects using sewer revenue bonds, payable solely from revenues of the Integrated Sewer System
and hence not general obligations of Fairfax County. The County actively manages its outstanding
debt, refinancing to take advantage of lower interest rates, or retiring debt to manage its debt
coverage. While federal and state grants were extensively utilized to fund the construction programs
of the 1970's and 1980’s, the financial burden of current programs fall heavily on the County due to
scarcity of federal and state grant funds. The County has received limited state grant funding to help
offset the cost of compliance with the Chesapeake Bay Program.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 229
Wastewater Management
Approximately 95 percent of the System's revenues are derived from charges to new and existing
customers through availability charges, base charges, and sewer service charges. New customers
to the System are charged a one-time availability charge per new connection for access to the
System. Existing customers pay sewer service charges, which are based upon the actual water
consumption during the winter quarter, and base charges, which are assessed quarterly and provide
for a more equitable rate structure by recovering a portion of the program’s costs. Availability
charges, base charges and sewer service charges are established by the Fairfax County Board of
Supervisors. Since 1979, the Board has used the five-year financial projection of system expenses,
revenues, and available cash balances to determine the appropriate level of availability charges and
sewer service charges. The available cash balance reflects the projected sources and uses of funds
by new and existing customers. The system allocates operating revenues and expenses, debt
service and capital outlay between existing users and new users of the System. The remaining 5
percent of system revenues are derived primarily from sale of service to wholesale users such as
Arlington County, Loudoun Water, the Cities of Fairfax and Falls Church, the Towns of Herndon and
Vienna, and Ft. Belvoir.
The FY 2026 approved increases to both the Sewer Service Charge and Base Charge will change
the annual average customer bill from $762.76 in FY 2025 to $807.60, a cost increase of $44.84 per
year or 5.9 percent. The Sewer Service Charge will increase from $8.81 to $9.33 per 1,000 gallons
of water consumed, based on Fairfax County’s residential winter quarter average consumption of
16,000 gallons. The Base Charge will increase from $49.73 per quarter to $52.62 per quarter.
The County has issued sewer revenue bonds to provide funds for expanding treatment facility
capacity at both County-owned and County-contracted facilities. Most recently, the County issued
revenue bond debt for the following treatment plant expansions and upgrades:
• In April 2024, $125 million was issued in revenue bond debt to provide funds for additions,
extensions and improvements to the Fairfax County’s sewage collection, and treatment systems
including the County’s Noman M. Cole, Jr. Water Recycling Facility (NCWRF), paying capital
improvement costs allocable to the County at other regional treatment facilities that provide
service to the County and, if necessary, purchasing additional capacity.
In addition to this County-issued debt, as of June 30, 2024, the County is responsible for $209 million
in debt to support the expansion and upgrade of the UOSA treatment plant. A regional facility, UOSA
issues its own bonds that are used to finance the expansion and upgrade projects. The participating
members of UOSA, (Fairfax County, Prince William County Service Authority, City of Manassas, and
Manassas Park) are responsible for the debt service on the UOSA bonds based on capacity owned
at the facility.
Looking to the future, a balance must be found between the following three major issues facing the
integrated sewer system: (1) the necessity of maintaining high levels of water quality (including
meeting more stringent nutrient limits), (2) maintaining capacity to accommodate growth within the
County, and (3) achieving these two goals within financial resources. To a similar end, consideration
must be given to inspecting, repairing, and maintaining the system at acceptable service levels. In
most instances, annual expenditures for system upkeep will enable the County to avoid costly, major
rehabilitation in the future.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 230
Wastewater Management
Fairfax County’s current treatment capacity is projected to be sufficient through 2045. The following
summarizes the status of the County’s treatment capacity.
Alexandria Renew Enterprises (AlexRenew)
The Cameron Run and Belle Haven watersheds and a portion of the City of Falls Church are served
by the Alexandria treatment plant. The Alexandria plant is owned and operated by AlexRenew.
Fairfax County is allotted 32.4 MGD of total capacity of 54 MGD. By activating the Braddock Road
and Keene Mill Road pumping stations, the County has the capability to divert flow from the Accotink
watershed (currently served by the Noman M. Cole Jr. Water Recycling Facility) to AlexRenew.
These diversions will increase the County's wastewater management alternatives in the entire
eastern portion of the County by off-loading flows from the NCWRF and Blue Plains Treatment Plant
to the AlexRenew plant. As with other treatment plants in the area, additional facilities have been
constructed at AlexRenew to enhance the removal of nitrogen using “State of the Art” technology.
AlexRenew will be constructing new facilities to process wet weather flows during heavy storms to
avoid sanitary sewer overflows. Fairfax County will be responsible for its pro rata share of these
costs.
Arlington County Pollution Control Plant
The Arlington County pollution control plant serves the portion of Fairfax County within the Four Mile
Run watershed. The plant has been upgraded to comply with the water quality standards for nitrogen
removal and expanded to 40 MGD. The Arlington plant currently receives approximately 2.0 MGD of
flow from Fairfax County. The County’s contractual capacity is 3.0 MGD.
DC Blue Plains
With a current capacity of 370 MGD, the District of Columbia Water (DC Water) treatment plant at
Blue Plains is the largest plant in the area. In addition to the District of Columbia, it treats flows from
Maryland, Virginia, and several federal installations. Wastewater flows originating in the Sugarland
Run, Horsepen Creek, Difficult Run, Scotts Run, Dead Run, Turkey Run, and Pimmit Run
watersheds are treated at Blue Plains. Fairfax County is presently allocated 31 MGD at the plant.
Blue Plains has gone through a major renovation of the chemical addition, nitrogen removal, and
sludge disposal systems over the past several years. The County’s flows to Blue Plains will be
continually monitored to see if any additional capacity will be required at Blue Plains or from Loudoun
Water; or if the diverting of flow from the Blue Plains service area with the Difficult Run Pump Station
to the NCWRF service area will be sufficient to stay within the County’s allocation of 31 MGD.
Noman M. Cole, Jr. Water Recycling Facility
The Noman M. Cole, Jr. Water Recycling Facility (NCWRF) serves the Accotink, Pohick, Long
Branch, Little Hunting Creek, and Dogue Creek drainage basins. In addition to flows originating
within the County, the plant also treats sewage from the City of Fairfax, Fort Belvoir, and part of the
Town of Vienna. The NCWRF was put online in 1970 with an initial design capacity of 18 million
gallons daily (MGD), which was subsequently increased to a rating of 36 MGD of advanced treatment
in 1978, 54 MGD in 1995, and again increased to a rating of 67 MGD in 2005. The Chesapeake Bay
water quality program requires reductions in the number of nutrient pollutants discharged from
wastewater treatment facilities. In December 2004, the state notified the County that the renewal of
the County’s Virginia Pollutant Discharge Elimination System (VPDES) permit includes a
requirement that nutrient removal be performed using “State of the Art” technology and meet a waste
load allocation (cap) for the nitrogen and phosphorus nutrients. A phased approach was used to
renovate and upgrade current plant facilities to accommodate these more stringent nutrient
discharge requirements.
Summary of
Treatment
Capacity Status
and Sufficiency
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 231
Wastewater Management
Upper Occoquan Service Authority
The southwestern part of Fairfax County is served by a regional plant owned and operated by the
Upper Occoquan Service Authority (UOSA). This plant became operational in 1978 and replaced
five small treatment plants in Fairfax County (Greenbriar, Big Rocky Run, Flatlick Run, Upper Cub
Run, and Middle Cub Run) and six in Prince William County. This plant was originally certified to
operate at 15 MGD. Fairfax County's initial 30.83 percent share of the plant was increased to 36.33
percent in 1978 with the purchase of additional capacity from Manassas Park. When the plant
expanded to 54 MGD, the County’s share increased to 51.1 percent. However, the County has sold
some of its capacity to other UOSA users and decreased its share to 40.9 percent. The following
summarizes the County's capacity in the plant:
• Original plant capacity of 15 MGD- County capacity of 5.45 MGD.
• Plant capacity expansion to 27 MGD- County capacity of 9.915 MGD.
• Additional plant capacity expansion to 54 MGD- County capacity of 27.6 MGD.
• The County sold 3.0 MGD of capacity to other UOSA users in January 2008, which reduced
County capacity to 24.6 MGD.
• The County sold 2.0 MGD of capacity to other UOSA users in January 2010, which reduced
County capacity to 22.6 MGD.
• The County sold 0.5 MGD of capacity to other UOSA users in January 2019, which reduced
County capacity to 22.1 MGD.
Even with the sale of County capacity, the UOSA Plant is capable of handling anticipated flows from
its contributory sheds through 2045.
Loudoun Water
The northwestern part of Fairfax County is currently served by Blue Plains and NCWRF. To provide
sufficient capacity for the anticipated growth in this area, the County purchased 1.0 MGD of capacity
from the Loudoun Water in March of 2011. The flows in Blue Plains will be continually monitored to
see if any additional capacity will be required from Loudoun Water in the planning period. Currently,
the County is not utilizing its capacity at Loudoun Water. However, the use of this capacity is
anticipated in the future as the County’s flows approach its allocation at Blue Plains.
Equity Review and Initiatives
The Wastewater Collection system and the Noman M. Cole, Jr. Water Recycling Facility are critical
facilities for Fairfax County and treat half of the wastewater generated by County residents. Success
is realized through the measurable improvement in the quality of life for communities across the
County through enhanced and improved treatment capacity and technologies resulting in more
reliable performance, reduced outages and repeated costly needs for maintenance and repairs.
Wastewater projects are county-wide and affect all demographics and geographic areas. Equity will
be advanced through timely and cost-effective completion of the renewal and repair of aging
wastewater infrastructure particularly in older and less affluent localities within the County.
Equity
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 232
Wastewater Management
1. Alexandria Wastewater Treatment Plant Upgrades (Countywide): This is a continuing
project that supports the County’s estimated share of improvements at the Alexandria Treatment
Plant. Fairfax County’s share is estimated to be $342,744,000 through FY 2035. This project
includes the replacement and rehabilitation of existing treatment process facilities and facilities
to handle wet weather flows in order to avoid sanitary sewer overflows.
2. Arlington Wastewater Treatment Plant Upgrades (Countywide): This is a continuing project
that supports the County’s estimated share of the Arlington Wastewater Treatment Plant
upgrade costs. Fairfax County’s share is estimated to be $17,108,000 through FY 2035.
Funding will provide for Fairfax’s portion for non-expansion capital improvements, technology
enhancements, clarifier upgrades, a Bio-solids Master Plan, and the relining of a large diameter
sewer line for the Four Mile Run interceptor which runs from Fairfax County to the Arlington
plant.
3. DC Blue Plains Wastewater Treatment Plant Upgrades (Countywide): This is a continuing
project that supports the County’s estimated share of upgrading the 370 MGD of capacity at the
Blue Plains treatment plant. Fairfax County’s share is estimated to be $221,898,000 through
FY 2035. This upgrade includes major plant renovations, including the chemical addition, flow
control tunnels, and sludge disposal systems to meet the enhanced total nitrogen standards.
4. Extension and Improvements Projects (Countywide): This is a continuing project to support
the extension of sanitary sewer to homes with failing septic systems located within the approved
sewer service area. Failing septic systems can be a health hazard and to mitigate this hazard,
the County extends sanitary sewer to these homes. Approximately $1,000,000 is anticipated to
be required through FY 2035.
5. Gravity Sewer Capacity Improvements (Countywide): This is a continuing project to support
increasing the size of existing sewer lines and installing new sewer lines to serve development
within the County. This is a proactive program to manage the strain placed on the current sewer
system due to additional load as areas develop and redevelop. An amount of $378,224,000 is
estimated to be required through FY 2035.
6. Gravity Sewer Conditional Improvements (Countywide): This is a continuing project to
support the replacement, rehabilitation, and investment in sewer lines. A continued increased
effort to address large diameter sewer lines continues to prevent future pipe failures. An amount
of $271,279,000 is estimated to be required through FY 2035.
7. Integrated Sewer Metering (Countywide): These meters support billing for actual flows, help
identify excessive Inflow and Infiltration and provide data required for billing other jurisdictions.
An amount of $4,150,000 is estimated to be required to install and rehabilitate sewer meters
through FY 2035.
8. Noman M. Cole, Jr. Water Recycling Facility Rehabilitation and Replacement (Mount
Vernon District): This is a continuing project supporting the rehabilitation of the Noman M. Cole,
Jr. Water Recycling Facility. An amount of $879,499,000 is estimated to be required to continue
the rehabilitation and replacement of the plant’s assets through FY 2035. Projects proposed to
improve the plant’s assets include the following: replacement of and improvements to the
existing biosolid facilities; replacement and upgrades to the facility’s electrical system including
the motor control centers and electrical distribution centers; rehabilitation and upgrades to
disinfection facilities; HVAC upgrades to the laboratory and administration buildings;
rehabilitation and replacement of miscellaneous pumps, gates, and valves; rehabilitation of the
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 233
Wastewater Management
various facilities; facility pilots, improvements, and additions to improve processes and facilities
aimed at improving environmental compliance optimization and reliability, facility safety and
security, operations and maintenance costs, and sustainability of the facility; facility stormwater
improvements; and other rehabilitation and replacement projects related to the maintenance of
the wastewater treatment facility assets.
9. Pumping Station Rehabilitation (Countywide): This is a continuing project to support the
replacement, rehabilitation, and upgrade of the System's pumping stations. An amount of
$290,667,000 is estimated to be required through FY 2035. These improvements do not
increase capacity at the stations but are related to addressing system upkeep or improving the
stations to address service issues such as odor control.
10. Stormwater/Wastewater Facility Share (Countywide): This project supports the Wastewater
share of costs associated with the Stormwater/Wastewater Facility. This facility will provide
consolidated functions and operations and maximize efficiencies between the Stormwater and
Wastewater Divisions.
11. Upper Occoquan Service Authority Treatment Plant Upgrades (Countywide): This is a
continuing project to support the County’s share of plant upgrades associated with the Upper
Occoquan Service Authority (UOSA). An amount of $149,974,000 is estimated to be required
through FY 2035. Fund 69040, Sewer Bond Subordinate Debt Service, provides debt service
funding for the UOSA Bond Series. The UOSA Bond Series is based on the County's portion of
the UOSA plant’s expansion and upgrades. Upgrades include plant renovations, specifically the
nutrient cap project, filter press replacement, and re-carbonation clarifier improvements.
12. Wastewater Colchester Contribution (Mount Vernon District): This is a continuing project
that supports an annual contribution to the Colchester Wastewater Treatment Facility for
wastewater treatment services in the Harborview community. The sewer treatment plant serving
the Harborview residents is a private operator. The plant bills Fairfax County and in turn, the
County bills each resident using County sewer rates. Funding was previously budgeted in
Agency 87, Unclassified Administrative Expenses – Public Works Programs; however, in order
to provide more transparency and the carryforward of balances at year-end, funding has been
budgeted in a capital project within Fund 30010, General Construction and Contributions.
Funding of $579,508 has been included in FY 2026 for this contribution.
13. Wastewater Developers Reimbursement Program (Countywide): This program, approved
by the Board of Supervisors in December 2022, provides funding for the reimbursement to
developers for a portion of the cost to enlarge sewer pipes when required by the Department of
Public Work and the Environmental Services. An amount of $112,500,000 is estimated to be
required through FY 2035.
14. WPMD Outside Agency Coordination (Countywide): This program provides funding for
sanitary sewer relocations that are included as part of existing outside Agency (VDOT, VPRA,
FCDOT, FFX Water, etc.) construction projects and required by to be coordinated by the
Wastewater Planning and Monitoring Division. An amount of $36,020,000 is estimated to be
required through FY 2035.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 234
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Alexandria WWTP Upgrades B, SR C $43,496 $53,776 $41,376 $18,248 $15,680 $172,576 $170,168 $342,744
WW-000013
2
Arlington WWTP Upgrades B, SR C $4,214 $4,687 $3,890 $1,603 $172 $14,566 $2,542 $17,108
WW-000012
3
DC Blue Plains WWTP Upgrades B, SR C $20,689 $21,631 $30,838 $31,373 $20,906 $125,437 $96,461 $221,898
WW-000011
4
Extension and Improvement
Projects
SR C$0 $1,000 $1,000
WW-000006
5
Gravity Sewer Capacity
Improvements
B, SR C $24,415 $44,085 $45,400 $55,745 $60,875 $230,520 $147,704 $378,224
WW-000032, WW-000034
6
Gravity Sewer Conditional
Improvements
SR C $20,000 $23,558 $23,247 $35,772 $40,102 $142,679 $128,600 $271,279
WW-000024, WW-000028
7 Integrated Sewer Metering SR C$2,500 $1,650 $4,150 $4,150
WW-000005
8
Noman M. Cole, Jr., Water
Recycling Facility Rehabilitation
and Replacement
B, SR C $52,209 $55,458 $78,819 $121,259 $112,694 $420,439 $459,060 $879,499
WW-000009, WW-000016, WW-000017
9
Pumping Station Rehabilitation SR C $23,980 $30,070 $31,354 $38,322 $41,222 $164,948 $125,719 $290,667
WW-000001, WW-000007, WW-000008
10
Stormwater/Wastewater Facility
Share
SR $5,632 $0 $5,632
WW-000030
11
Upper Occoquan Service Authority
Treatment Plant Upgrades
SR, X C $22,688 $22,356 $22,348 $22,353 $10,185 $99,930 $50,044 $149,974
Fund 69040
12
Wastewater Colchester
Contribution
GC$580 $580 $580 $580 $580 $2,900 $2,900 $5,800
2G25-126-000
13
Wastewater Developers
Reimbursement Program
SR C $11,250 $11,250 $11,250 $11,250 $11,250 $56,250 $56,250 $112,500
2G25-132-000
14
WPMD Outside Agency
Coordination
SR C $16,020 $4,000 $2,000 $2,000 $2,000 $26,020 $10,000 $36,020
WW-000035
Total $5,632 $239,541 $273,951 $292,752 $338,505 $315,666 $1,460,415 $1,250,448 $2,716,495
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
BBonds
F Federal
GGeneral Fund
SR Sewer Revenue
S State
U Undetermined
X Other
Project Cost Summaries
($000's)
Wastewater Management
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 235
Water Supply
Residents of Fairfax County receive public water service from one of three water agencies: Fairfax
Water, the Town of Vienna, or the Town of Herndon. Fairfax Water owns and operates a full
production and distribution system; the Towns purchase water wholesale from Fairfax Water and
operate their own distribution systems. Using recent estimated averages, Fairfax Water serves 97
percent of Fairfax County residents, the towns serve one percent, and the remaining two percent
receive water from their own individual, private wells.
The Public Facilities Water Supply Section of the Policy Plan within the Fairfax County
Comprehensive Plan includes the following established objectives:
• Locate sites, for adequate and appropriate facilities to treat, transmit, and distribute a safe and
adequate potable water supply, which conform to the land use goals of the Comprehensive Plan.
• Plan and provide for facilities to treat, transmit, and distribute a safe and adequate potable water
supply.
Source: 2017 Edition of the Fairfax County Comprehensive Plan- Public Facilities, Amended through 4-9-2019
While Fairfax County has neither direct administrative nor budgetary control over water suppliers,
the importance of water facilities to County planning is recognized. The Board of Supervisors has
entered into an agreement with Fairfax Water which requires Board approval of all capital projects
undertaken by Fairfax Water. Fairfax Water projects included in this CIP represent a program guided
by the objectives of the Comprehensive Plan and endorsed by the Board of Supervisors. Additional
information can be found in Fairfax Water’s 2025 Ten-Year Capital Improvement Program, which is
available directly from Fairfax Water.
Fairfax Water
The principal sources of water for Fairfax Water are the Occoquan Reservoir and the Potomac River.
The Occoquan Reservoir is impounded by a gravity type concrete dam across the Occoquan River,
a few miles upstream of its confluence with the Potomac River. The dam was constructed in 1957.
The drainage area of the Occoquan River above the dam is approximately 590 square miles. The
dam impounds approximately 8.5 billion gallons of water when filled to the crest of the dam at
Elevation 122 feet, mean sea level. The present Occoquan Reservoir supply has a safe yield of about
82.5 million gallons per day (MGD).
Treatment of water from the Occoquan Reservoir is provided by the 120 MGD Griffith Water
Treatment Plant in Laurel Hill, placed in service in 2006. This facility applies various chemicals for
coagulation, the control of taste and odors, fluoridation, and disinfection. Construction of the intake
structure on the Potomac River, raw water pumping station and the initial phase of the Corbalis
Treatment Plant commenced in 1978 and was placed into operation in 1982. During 2008,
construction of Stage III was completed, bringing total treatment capacity for this treatment plant to
225 MGD.
On January 3, 2014, Fairfax Water purchased the water systems previously owned and operated by
the cities of Falls Church and Fairfax. As part of the agreement, Fairfax Water acquired Falls
Church’s existing water supply contract with the Washington Aqueduct. Up to 31 MGD of finished
water can be supplied to Fairfax Water by the Washington Aqueduct.
Program
Description
Link to the
Comprehensive
Plan
Program
Initiatives
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 236
Water Supply
Twenty-two booster pumping stations are located within the distribution system to provide adequate
pressure. A total of 56 million gallons (MG) of distribution system storage is provided at 21 locations
throughout Fairfax County, the City of Falls Church, and the City of Fairfax; an additional 37 MG of
treatment plant clear well storage is also available between the Corbalis and Griffith facilities. There
are approximately 4,000 miles of water main up to 54 inches in diameter in the system.
Development of Fairfax Water’s supply, treatment, transmission, and distribution facilities is
conducted in accordance with a Ten-Year Capital Improvement Program. Highlights of the current
program include:
• Distribution System Sustainability: Increased reinvestment in the distribution system
infrastructure to maintain a high level of service to customers.
• Construction of various Transmission Improvements: Transmission mains included in the
projects are the Lewinsville, Chain Bridge, and Poplar Heights Transmission Mains, the Dulles
Toll Road crossing at Innovation Center, and Phase II of the Braddock Road Transmission Main
project. Various pumping station and storage improvements are also planned, including
completion of the new pump station on Sleepy Hollow Road, upgrades to the Pohick and
Backlick Pump Stations, and replacement storage tanks in the City of Fairfax (Lyndhurst Tank),
Seven Corners (Willston Tank), and Poplar Heights areas (Poplar Heights Tank).
• Source Water Protection Activities: Fairfax Water continues to advocate for source water
protection through support of the Occoquan Watershed Monitoring Program, Occoquan
Nonpoint Source Program, the Potomac River Basin Drinking Water Source Protection
Partnership, study of critical watershed areas, increased involvement in watershed and water
quality issues, and analysis of ongoing activities in the watershed.
1. Additions, Extensions, and Betterments: $601,670,000 for improvement and betterment of
existing supply, treatment, transmission, distribution, and general plant facilities associated with
a specific project, which includes $382,600,000 for PFAS treatment upgrades.
2. Extraordinary Maintenance and Repairs: $655,853,000 for maintenance and repairs,
including $304,153,000 for extraordinary maintenance and major repair of supply, treatment,
transmission, and general plant facilities associated with a specific project, and $351,700,000
to provide a sustainable distribution system through infrastructure reinvestment.
3. General and Administrative: $214,460,000 for expenses associated with administration and
overhead. These expenses include materials and supplies; refund of advances; and costs
associated with net revenue funded projects but not attributed to a single project or program.
4. General Studies and Programs: $51,084,000 for general studies, programs, engineering, and
research pertaining to water quality, water supply, and system development.
5. Potomac Stage IV General Plant Facilities: $3,090,000 for annual expenses attributed to
administration, overhead and bond financing associated with development of the future Potomac
River Water Supply Facilities funded by future bond issues and funds on hand.
Current Project
Descriptions
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 237
Water Supply
6. Potomac Stage IV Transmission Facilities: $11,958,000 for the design and construction of
the Tysons East Transmission Main from the Tysons Pumping Station to the existing 24-inch
water main on Magarity Road.
7. Subdivision and Other Development Projects: $11,100,000 for expenses associated with the
review and approval of plans for water main installation associated with land development
activities. This project also includes provisions for Fairfax Water inspection of water mains
installed by land development contractors.
8. System Integration – City of Falls Church & City of Fairfax: $54,869,000 for transmission,
distribution, pumping, and storage improvements to fully integrate the water system assets
previously owned by the cities of Falls Church and Fairfax that became part of the Fairfax Water
system on January 3, 2014.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 238
Project Title
Project Number
Source
of Funds
Budgeted
or
Expended
Through
FY 2025
FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
Total
FY 2026 -
FY 2030
Total
FY 2031 -
FY 2035
Total
1
Additions, Extensions, and
Betterments
SR C $20,381 $35,218 $57,542 $103,262 $155,636 $372,039 $229,631 $601,670
2
Extraordinary Maintenance and
Repairs
SR C $53,864 $59,733 $61,774 $53,001 $68,533 $296,905 $358,948 $655,853
3
General and Administrative SR C $21,150 $21,230 $21,320 $21,380 $21,450 $106,530 $107,930 $214,460
4
General Studies and Programs SR C $14,214 $7,355 $3,442 $3,584 $3,628 $32,223 $18,861 $51,084
5
Potomac Stage IV General Plant
Facilities
B, SR $2,090 $30 $50 $80 $920 $3,090
6
Potomac Stage IV Transmission
Facilities
B, SR $6,191 $263 $506 $769 $4,998 $11,958
7
Subdivision and Other
Development Projects
SR C $1,020 $1,040 $1,060 $1,080 $1,100 $5,300 $5,800 $11,100
8
System Integration - City of Falls
Church & City of Fairfax
SR C $11,865 $9,785 $6,168 $7,721 $10,159 $45,698 $9,171 $54,869
Total $8,281 $122,494 $134,361 $151,306 $190,321 $261,062 $859,544 $736,259 $1,604,084
Notes: Numbers in bold italics represent funded amounts. A "C" in the 'Budgeted or Expended' column denotes a continuing project.
Key: Source of Funds
B Bonds
F Federal
G General Fund
SR Sewer Revenue
S State
U Undetermined
X Other
Project Cost Summaries
Water Supply
($000's)
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 239
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 240
FUTURE
PROJECT LISTS
AND DETAILS
SUMMARY
This section of the CIP provides a list of potential future projects beyond the 5-year CIP
period. This list is sorted by both Function (i.e., Parks, Public Safety, Human Services) and
Supervisory District. Many of the total project estimates are considered ENSNI (Estimate,
No Scope, No Inflation). Some future project costs are still under development or To Be
Determined (TBD). A detailed description of each project is also included.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 241
Project District
Government Facilities and Programs - DVS North/Northwest Maintenance Facility TBD TBD
Government Facilities and Programs - Judicial Center Redevelopment TBD Providence
Government Facilities and Programs - Master Arts Plan Implementation TBD Countywide
Government Facilities and Programs - Willston Multi-Cultural Center TBD Mason
Health and Human Services - Next Steps Family Program TBD Franconia
Health and Human Services - Wakefield Senior Center $3 million Braddock
Libraries - Central Providence Area (Merrifield, Dunn Loring, Metro West) Library TBD Providence
Libraries - Centreville Regional Library - 2032 $30 million Sully
Libraries - Chantilly Regional Library/Technical Operations Renovation - 2032 $30 million Sully
Libraries - Tysons Library TBD TBD
Park Authority - Future Needs Assessment Implementation $744 million
Countywide
Park Authority - Rec Center System-wide Sustainability Plan $257 million
Countywide
Park Authority - Reston Town Center North (RTCN) Rec Center TBD
Hunter Mill
Park Authority - Sports Complex Opportunities TBD
TBD
Public Safety: Fire and Rescue - Chantilly Fire Station - 2030 $22 million Sully
Public Safety: Fire and Rescue - Frying Pan Fire Station - 2030 $22 million Hunter Mill
Public Safety: Fire and Rescue - Pohick Fire Station - 2030 $18 million Springfield
Public Safety: Fire and Rescue - Volunteer Fire Stations TBD TBD
Public Safety: Fire and Rescue - Well-fit Performance Testing Center - 2030 $24 million TBD
Public Safety: Police - Police Firing Range TBD Sully
Public Safety: Police - Police/Fire Large Vehicle Storage Facility TBD TBD
Public Safety: Police - Sully Police Station Renovation - 2030 $47 million Sully
Public Safety: Police - West Springfield Police Station Renovation - 2030 $45 million Springfield
Revitalization and Neighborhood Improvements - Annandale Cultural Center TBD TBD
Revitalization and Neighborhood Improvements - County Conference Center TBD TBD
Revitalization and Neighborhood Improvements - Façade Improvements TBD Countywide
Revitalization and Neighborhood Improvements - Tysons Public Facilities TBD TBD
Total : Beyond 5-Year CIP Period $1,242 million
* ENSNI = Estimate, No Scope, No Inflation (for most projects)
Beyond 5-Year Period: CIP Projects by Function
Cost estimates for long term CIP projects are based on preliminary project descriptions provided by the requesting agency,
and include all estimated costs for land acquisition, permits and inspections, project management and project engineering,
consultant design, construction, utilities, fixed equipment, and information technology infrastructure.
ENSNI *
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 242
Project District
Braddock District
Health and Human Services - Wakefield Senior Center $3 million Braddock
Countywide
Government Facilities and Programs - Master Arts Plan Implementation TBD Countywide
Park Authority - Future Needs Assessment Implementation $744 million
Countywide
Park Authority - Rec Center System-wide Sustainability Plan $257 million
Countywide
Revitalization and Neighborhood Improvements - Façade Improvements TBD Countywide
Dranesville District
None
Franconia District
Health and Human Services - Next Steps Family Program TBD Franconia
Hunter Mill District
Park Authority - Reston Town Center North (RTCN) Rec Center TBD
Hunter Mill
Public Safety: Fire and Rescue - Frying Pan Fire Station - 2030 $22 million Hunter Mill
Mason District
Government Facilities and Programs - Willston Multi-Cultural Center TBD Mason
Mount Vernon District
None
Providence District
Government Facilities and Programs - Judicial Center Redevelopment TBD Providence
Libraries - Central Providence Area (Merrifield, Dunn Loring, Metro West) Library - 2032 TBD Providence
Springfield District
Public Safety: Fire and Rescue - Pohick Fire Station - 2030 $18 million Springfield
Public Safety: Police - West Springfield Police Station Renovation - 2030 $45 million Springfield
ENSNI *
Beyond 5-Year Period: CIP Projects by Supervisor District
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 243
Project District
ENSNI *
Beyond 5-Year Period: CIP Projects by Supervisor District
Sully District
Libraries - Centreville Regional Library - 2032 $30 million Sully
Libraries - Chantilly Regional Library/Technical Operations Renovation - 2032 $30 million Sully
Public Safety: Fire and Rescue - Chantilly Fire Station - 2030 $22 million Sully
Public Safety: Police - Police Firing Range TBD Sully
Public Safety: Police - Sully Police Station Renovation - 2030 $47 million Sully
To Be Determined
Government Facilities and Programs - DVS North/Northwest Maintenance Facility TBD TBD
Libraries - Tysons Library TBD TBD
Park Authority - Sports Complex Opportunities TBD
TBD
Public Safety: Fire and Rescue - Volunteer Fire Stations TBD TBD
Public Safety: Fire and Rescue - Well-fit Performance Testing Center - 2030 $24 million TBD
Public Safety: Police - Police/Fire Large Vehicle Storage Facility TBD TBD
Revitalization and Neighborhood Improvements - Annandale Cultural Center TBD TBD
Revitalization and Neighborhood Improvements - County Conference Center TBD TBD
Revitalization and Neighborhood Improvements - Tysons Public Facilities TBD TBD
Total : Beyond 5-Year CIP Period $1,242 million
* ENSNI = Estimate, No Scope, No Inflation (for most projects)
Cost estimates for long term CIP projects are based on preliminary project descriptions provided by the requesting agency, and
include all estimated costs for land acquisition, permits and inspections, project management and project engineering,
consultant design, construction, utilities, fixed equipment, and information technology infrastructure.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 244
Future Project Details
Project Name:
DVS North/Northwest
Maintenance Facility
Supervisor District:
TBD
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
Due to the growth in the Tysons area, a new 12-16 bay Department of Vehicle Services (DVS) facility
with a staff of approximately 40 is anticipated to be needed in the future. The site size is estimated
at 8-12 acres. The facility could be collocated with another agency.
Operating Impact:
Staff and Operational cost estimates would need to be developed to support a new DVS Facility in
the Northern portion of the County.
Project Name:
Judicial Center
Redevelopment
Supervisor District:
Providence
New Facility or
Renovation:
New Facilities
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
A Master Plan study was completed in 2020 which evaluated the needs, constraints, and
opportunities at the Judicial Complex site following the demolition of the Massey Building. The Master
Plan provides a strategic plan and an urban vision for the redevelopment of the Complex. The project
is envisioned to be completed in phases to ensure the coordinated long-term implementation of the
redevelopment of the 48-acre site. Public facility priorities at the site include future Criminal Justice,
Public Safety, and Health and Human Services programs. County programs currently in nearby
leased spaces, such as the Health Department and Office for Children, are being evaluated for future
inclusion in the redevelopment plans, and opportunities for public private partnerships will be
assessed. Several projects are advancing, including the Judicial Annex (Building One) and the
demolition of the historic courthouse wings. Future phases include development of Workforce
Housing at the Burkholder Administrative Center site, a new Diversion and Community Re-Entry
Center, removal of the employee parking garage and modifications to the public parking garage, and
additional public facilities. Total cost estimates for each phase of the project are still being developed.
Operating Impact:
Staff and Operational cost estimates would need to be developed to support these new future
facilities.
Government
Facilities and
Programs
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 245
Future Project Details
Project Name:
Master Arts Plan
Implementation
Supervisor District:
Countywide
New Facility or
Renovation:
Renovation and/or
New Facilities
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
The Master Arts Plan was developed to identify existing arts facilities and respond to future growth
with facilities that reflect the diversity of Fairfax County. New facilities are intended to activate mixed-
use development, support revitalization efforts, activate vacant commercial spaces, and expand
access to arts in underserved areas. Approved development projects across the County include arts
venues and public gathering locations that are intended to support arts activities, including planned
arts projects within the Original Mount Vernon High School redevelopment project and in the Herndon
and Reston areas.
Operating Impact:
Staff and Operational cost estimates would need to be developed to support new Arts Centers in the
County.
Project Name:
Willston Multi-Cultural
Center
Supervisor District:
Mason
New Facility or
Renovation:
Redevelopment
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
1951
Description/Justification:
The Willston Multi-Cultural Center is planned to be redeveloped for educational, governmental,
cultural, or human services uses. The Seven Corners area plan envisions redevelopment around a
mixed use, walkable community development. This site is currently being evaluated as part of a
master planning/feasibility study effort which is anticipated to begin in the next year.
Operating Impact:
To Be Determined.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 246
Future Project Details
Project Name:
Next Steps Family
Program
Supervisor District:
Franconia
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
The Next Steps Family Program was created in 2011 when the former Mondloch II Family Shelter
was relocated from a property in Alexandria to leased property in the Colchester Towne
Condominium. The relocation allowed the property to be redeveloped into the Mondloch Place
permanent supportive housing facility. The new Next Steps Family Program was intended to offer a
less institutional environment compared to traditional shelters for families with children who are
experiencing homelessness.
After more than 10 years of operation, the program has had numerous successes, but the physical
setting is inadequate for sustained shelter operations. Homeowners’ association restrictions and the
traditional residential design of the property significantly limits the number of staff on-site to provide
support to shelter guests, especially overnight. There is insufficient space for staff workstations,
parking, meeting and activity rooms, storage for food and clothing, children’s tutoring, and other
standard family shelter features. Staff experiences challenges engaging shelter guests with the units
located in multiple buildings. Similarly, ensuring guests’ safety and security is also challenging
without access control or monitoring of the shelter units. In addition, some of the apartments rented
by the program are dedicated affordable housing units and are not available for rent by households
with low incomes as long-term residents.
Operating Impact:
To Be Determined.
Project Name:
Wakefield Senior
Center
Supervisor District:
Braddock
New Facility or
Renovation:
Expansion
Total Project Estimate
(ENSNI):
$2,900,000
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
The Audrey Moore Rec Center, operated by the Fairfax County Park Authority, is in the pre-design
phase of a renovation and expansion of the approximately 73,000 square foot facility located in
Annandale. The Wakefield Senior Center is collocated with the Audrey Moore Rec Center and is
operated by the Department of Neighborhood and Community Services. The senior area is proposed
to be 3,500 square foot, an addition of 800 square feet.
Operating Impact:
To Be Determined.
Health and
Human
Services
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 247
Future Project Details
Project Name:
Central Providence
Area (Merrifield, Dunn
Loring, Metro West)
Library
Supervisor District:
Providence
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
As part of the ongoing redevelopment in the Central Providence area, a new library is envisioned to
support the rapid growth projected for this new urban area. Opportunities to include a library as part
of a new development will be considered.
Operating Impact:
See the Operational Budget Impacts section of the CIP.
Project Name:
Centreville Regional
Library
Supervisor District:
Sully
New Facility or
Renovation:
Renovation
Total Project Estimate
(ENSNI):
$30,000,000
Year Last Renovated:
N/A
Year Constructed:
1991
Description/Justification:
The Centreville Regional opened in 1991 and has suffered from recurring issues with the HVAC,
flooding in the staff areas, inadequate electrical wiring to support device usage by customers, and a
myriad of other facility-related repairs/incidents. Based on the age and condition of the facility, it is
difficult to make significant changes to the overall layout or enhance the infrastructure required to
support the technology requested by library customers. Renovation is required to upgrade building
systems and infrastructure that are well beyond the end of their life cycles and to meet current and
future operational needs of the Library System. This project is proposed as part of the 2032 Library
Bond Referendum.
Operating Impact:
See the Operational Budget Impacts section of the CIP.
Libraries
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 248
Future Project Details
Project Name:
Chantilly Regional
Library/Technical
Operations
Renovation
Supervisor District:
Sully
New Facility or
Renovation:
Renovation
Total Project Estimate
(ENSNI):
$30,000,000
Year Last Renovated:
N/A
Year Constructed:
1993
Description/Justification:
The Chantilly Regional Library is one of the busiest locations in the system. Located off a major
thoroughfare, this Library is unique in that it serves a large high school population from Chantilly High
School which is located across the street. While the population in the service area has not grown
significantly, it serves a diverse population and has experienced significant changes in service
delivery. This facility has suffered from recurring roofing issues and inadequate electrical wiring
supporting device usage by customers. Based on the age and condition of the facility, it is difficult
to make significant changes to the overall layout or enhance the infrastructure required to support
the technology requested by library customers. Renovations are required to upgrade building
systems and infrastructure that are beyond the end of their life cycle and meet current and future
operational needs of the Library System. This library currently serves a population of 66,451 and had
an FY 2024 circulation of more than 750,000. The population served by this library is expected to
increase slightly over the next five years. The facility houses both the Chantilly Regional Library and
the Library System’s Technical Operations Center which receives, processes, and coordinates all
outgoing new library materials. This project is proposed as part of the 2032 Library Bond
Referendum.
Operating Impact:
See the Operational Budget Impacts section of the CIP.
Project Name:
Tysons Library
Supervisor District:
TBD
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
A proffer has been approved for a new Tysons Library within a multi-use commercial retail/office
building to address Library services needs for the rapid growth projected in the Tysons area.
Additional funding may be needed to complete the facility. The timing of the facility is dependent on
the progress of development in the Tysons area.
Operating Impact:
See the Operational Budget Impacts section of the CIP.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 249
Future Project Details
Project Name:
Future Needs
Assessment
Implementation
Supervisor District:
Countywide
New Facility or
Renovation:
Renovation and/or
New Facilities
Total Project Estimate
(ENSNI):
$744,461,000
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
The 2016 Parks Count is the Park Authority Needs Assessment which provides recommendations
for capital investments in the park system. The Needs Assessment is based on a body of data that
the Park Authority will continue using for years. The total projected need for the ten-year period was
$939,161,000; that amount has been reduced by $94,700,000 due to the approval of the 2016 Park
Bond Referendum and by $100,000,000 due to the approval of the 2020 Park Bond Referendum.
The remaining needs of $744,461,000 is broken out into three strategic areas in five-year
increments.
• Critical, “Repairing what we have” makes the most of existing resources with the primary goal
being for FCPA to maintain services. The plan addresses deferred maintenance at existing
parks and facilities. The Critical funding need is $82,691,424 over the next five years.
• Sustainable, “Upgrade Existing” looks at enhancing existing programs, beginning new
alternative programs, or making other strategic changes that would require additional
operational or capital funding. The Sustainable need for years 1-5 is $102,461,220 and the
need for years 6-10 is $164,282,756, for a total of $266,743,976.
Visionary, “New, Significant Upgrades” includes new and expanded facilities to fully meet needs
desired by the community and ensure that the Park Authority remains a preferred provider of park
and recreation amenities. The Visionary need is $395,025,600 over the 10-year period, and if
funding is made available in 1-5 years, staff would accelerate visionary elements that include
expansion and renovation of existing recreation centers and development of new athletic facilities.
Operating Impact:
As the Park Authority evaluates the needs assessment data, projects that have additional financial
impacts to the operating budget will be determined and calculated as to the anticipated amount of
operational impact.
Park Authority
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 250
Future Project Details
Project Name:
Rec Center System-
Wide Sustainability
Plan
Supervisor District:
Countywide
New Facility or
Renovation:
Renovation &
Potential Expansion
Total Project Estimate
(ENSNI):
$256,594,000
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
The Park Authority’s Rec Center system has entered an era of aging infrastructure that requires
lifecycle redevelopment and modernization to meet the continuing needs of the community and
remain fiscally sustainable as an enterprise funded activity. In 2018, the Park Authority completed
a System-wide Sustainability Plan for Rec Centers that identified strategies to maximize operational
effectiveness, improve community responsiveness, and ultimately ensure the long-term financial
sustainability of the system through a series of capital improvements. As part of the strategic
recommendations, each Rec Center was assigned one of six “thematic” recommendations. These
recommendations outlined a course of action to maximize the sustainability of the overall system.
For instance, if the thematic recommendation is “expand” for a Rec Center, then a series of
improvements that are termed as “critical,” “core,” or “added value” that facilitates that theme were
included in the strategic recommendations. The plan also identified the potential for development of
a new Rec Center in the Reston area and a countywide sports complex. The plan recommended a
three-phased implementation approach for funding the proposed capital improvements starting with
those identified as critical first, followed by core improvements, and then improvements identified as
added value. The total budget for all improvements estimated in 2017 dollars, including all hard costs
and soft costs, is $195,800,000. With escalation included for a seven-year period based on starting
the improvements in 2022, the estimated total project budget increases to $256,594,000.
Operating Impact:
To Be Determined.
Project Name:
Reston Town Center
North (RTCN) Rec
Center
Supervisor District:
Hunter Mill
New Facility or
Renovation:
Redevelopment
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
As part of the development of the RTCN area, the Fairfax County Park Authority is considering the
future development of a new Rec Center to serve the high demand in the Reston area. This Rec
Center may include facilities for indoor aquatics, fitness, sports, and other recreation programs to
meet the needs of the surrounding community and will be determined by a market-based study prior
to development.
Operating Impact:
To Be Determined.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 251
Future Project Details
Project Name:
Sports Complex
Opportunities
Supervisor District:
TBD
New Facility or
Renovation:
New
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
In June 2017, the Board of Supervisors formed a Sports Tourism Task Force to look at potential
ways to support the growing youth and adult sports market and build new sporting facilities for County
residents. There may be potential partnerships with sporting leagues and non-profits to expand the
capacity to host sports tourism events in Fairfax. This project is in the early planning stages.
Operating Impact:
To Be Determined.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 252
Future Project Details
Fire and Rescue
Project Name:
Chantilly Fire Station
#15
Supervisor District:
Sully
New Facility or
Renovation:
Renovation/Expansion
or Replacement
Total Project Estimate
(ENSNI):
$22,000,000
Year Last Renovated:
N/A
Year Constructed:
1989
Description/Justification:
A renovation/expansion or replacement of the Chantilly Fire Station will be required to upgrade major
building systems and to meet the current and future operational needs of the Fire and Rescue
Department. The existing three bay station, constructed in 1989, requires upgrades to major building
systems, gender neutral bunkrooms and shower/locker facilities, and an additional apparatus bay for
future growth. Other building space deficiencies include a personal protective gear locker area, shop
and medical storage, and decontamination area. The Route 28 Corridor is targeted for high density
development which will increase the demand for emergency medical and fire suppression services.
This project is proposed as part of the 2030 Public Safety Bond Referendum.
Operating Impact:
Chantilly is an existing fire station, and no additional staffing is anticipated at this time. If the station
is expanded during renovation, nominal increases in operating costs, such as utilities, may occur.
Project Name:
Frying Pan Fire
Station #36
Supervisor District:
Hunter Mill
New Facility or
Renovation:
Renovation/Expansion
or Replacement
Total Project Estimate
(ENSNI):
$22,000,000
Year Last Renovated:
N/A
Year Constructed:
1988
Description/Justification:
A renovation/expansion or replacement of the Frying Pan Fire and Rescue Station will be required
to upgrade major building systems and to meet the current and future operational needs of the Fire
and Rescue Department. The existing three bay station, constructed in 1988, requires upgrades to
major building systems, gender neutral bunkrooms and shower/locker facilities, and an additional
apparatus bay for future growth. Other building space deficiencies include personal protective gear
locker areas, medical storage, and a decontamination area. The Route 28 Corridor is targeted for
high density development which will increase the demand for emergency medical and fire
suppression services. This project is proposed as part of the 2030 Public Safety Bond Referendum.
Operating Impact:
Frying Pan is an existing fire station, and no additional staffing is anticipated at this time. If the station
is expanded during renovation, nominal increases in operating costs, such as utilities, may occur.
Public Safety
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 253
Future Project Details
Project Name:
Pohick Fire Station
#35
Supervisor District:
Springfield
New Facility or
Renovation:
Renovation/Expansion
or Replacement
Total Project Estimate
(ENSNI):
$18,000,000
Year Last Renovated:
N/A
Year Constructed:
1986
Description/Justification:
A renovation/expansion or replacement of the Pohick Fire and Rescue Station will be required to
upgrade major building systems and to meet the current and future operational needs of the Fire and
Rescue Department. The existing three bay fire station was built in 1986 and requires upgrades to
major building systems, a separate physical fitness area, gender neutral bunkrooms and
shower/locker facilities, personal protective gear storage, medical supply storage, and a
decontamination area. The Springfield District is planned for population growth which will increase
future demand for emergency medical and fire suppression services. This project is proposed as
part of the 2030 Public Safety Bond Referendum.
Operating Impact:
Pohick is an existing fire station, and no additional staffing is anticipated at this time. If the station is
expanded during renovation, nominal increases in operating costs, such as utilities, may occur.
Project Name:
Volunteer Fire
Stations
Supervisor District:
TBD
New Facility or
Renovation:
TBD
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
Based on transitions of the Bailey’s Crossroads Volunteer Fire Station, the Lorton Volunteer Fire
Station, and the West Annandale Volunteer Fire Station to Fairfax County, this project is included to
plan for any future possible volunteer fire and rescue stations being transferred to Fairfax County.
There are seven remaining volunteer fire and rescue stations, which are 40 years old or older. If a
transfer were to occur, the building systems and infrastructure are expected to be well beyond the
end of their life cycle and the station would require significant upgrades to meet the current fire and
rescue operational needs. It is anticipated that four drive-through bay replacement stations with
support areas and designated space for the volunteers would be required. The current CIP includes
an amount to be determined as part of a future public Safety Bond Referendum. This is provided for
planning purposes only and will depend on several factors and future bonding capacity.
Operating Impact:
All Volunteer-owned stations are staffed 24/7 by Fairfax County Fire and Rescue Department
personnel. No additional staffing is anticipated at this time. If the station is expanded or replaced,
nominal increases in operating costs, such as utilities, may occur.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 254
Future Project Details
Project Name:
Well-fit Performance
Testing Center
Supervisor District:
TBD
New Facility or
Renovation:
Renovation/Expansion
or Replacement
Total Project Estimate
(ENSNI):
$24,000,000
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
This project would relocate the Fire and Rescue Department’s Wellness-Fitness (Well-fit) Center
which is currently in leased warehouse space. The Well-fit Center is used for the Candidate Physical
Abilities Test (CPAT) to evaluate and test potential candidates in the recruitment process, for Work
Performance evaluations to evaluate physical conditioning of uniform personnel, and to ensure
operational readiness through physical performance assessments for personnel returning to full duty
after recovering from an injury or illness. The facility would also include administrative offices for
program management, peer fitness, physical therapy, as well as strength and conditioning. The
facility is being evaluated for possible colocation with the Police Department to share space and
provide efficiency. This project is proposed as part of the 2030 Public Safety Bond Referendum.
Operating Impact:
Well-fit is an existing program, and no additional staffing is anticipated at this time. Nominal increases
in operating costs such as utilities may occur.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 255
Future Project Details
Police
Project Name:
Police Firing Range
Supervisor District:
Sully
New Facility or
Renovation:
Renovation
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
1997
Description/Justification:
The Firing Range was originally constructed in 1997 and includes an outdoor range that provides
training for police officers and incumbents. The facility is in need of structural and acoustical
upgrades, including a canopy cover for the outdoor range. It is anticipated that a renovation will be
required for these upgrades. A feasibility study will need to be conducted for assessment of the
facility. The study will help determine the scope and cost of the upgrades, including building systems
and infrastructure such as the mechanical system and roof that will have exceeded their life
expectancy. The project will also accommodate changes needed to address current police
operational and functional requirements. Additionally, security systems and measures will need to
be upgraded or replaced to enable the Police to take advantage of the latest technologies.
Operating Impact:
To be Determined.
Project Name:
Police/Fire Large
Vehicle Storage
Facility
Supervisor District:
TBD
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
The police have a need for a vehicle storage facility with ample space for large specialty vehicles
equipped with sensitive equipment. These vehicles must be stored indoors to protect the specialty
equipment from environmental elements. The vehicles are currently stored in leased warehouse
space co-located with the Fire and Rescue Department’s storage. The current space is nearing
capacity and requires upgrades to meet current police standards and security measures.
Operating Impact:
To be Determined.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 256
Future Project Details
Project Name:
Sully Police Station
Supervisor District:
Sully
New Facility or
Renovation:
Renovation
Total Project Estimate
(ENSNI):
$47,000,000
Year Last Renovated:
N/A
Year Constructed:
2002
Description/Justification:
The Sully Police Station was originally constructed in 2002 and houses the Sully District Supervisor’s
Office. A renovation/expansion or replacement is required to upgrade/replace outdated building
systems and infrastructure that have exceeded their life expectancy. Additional expansion space
and reconfiguring of existing space is required to support functional needs of the station due to
operational changes since the building was constructed. Security systems and measures need to
be upgraded or replaced to enable the Police to take advantage of the latest technologies. This
project is proposed as part of the 2030 Public Safety Bond Referendum.
Operating Impact:
Sully is an existing Police Station, and no additional staffing is anticipated at this time. If the station
is expanded during renovation, or replaced, nominal increases in operating costs, such as utilities,
may occur.
Project Name:
West Springfield
Police Station
Supervisor District:
Springfield
New Facility or
Renovation:
Renovation
Total Project Estimate
(ENSNI):
$45,000,000
Year Last Renovated:
2003
Year Constructed:
1974
Description/Justification:
The West Springfield Police Station was originally constructed in 1974 and last renovated in 2003
and houses the Springfield District Supervisor’s Office. It is anticipated that a renovation/expansion
or replacement will be required to upgrade/replace outdated building systems and infrastructure
including the mechanical system and roof that will have exceeded their life expectancy. The project
will also accommodate changes needed to address current police operational and functional
requirements. Additionally, security systems and measures will need to be upgraded or replaced to
enable the Police to take advantage of the latest technologies. This project is proposed as part of
the 2030 Public Safety Bond Referendum.
Operating Impact:
West Springfield is an existing Police Station, and no additional staffing is anticipated at this time. If
the station is expanded during renovation, or replaced, nominal increases in operating costs, such
as utilities, may occur.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 257
Future Project Details
Project Name:
Annandale Cultural
Center
Supervisor District:
TBD
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
This project entails establishing a public space in the Annandale Central Business District (CBD) that
would serve as a civic gathering place for a wide variety of cultural events, community activities, and
professional meetings. The facility would create a sense of place in Annandale where the diverse
communities represented by residents, businesses, and property owners could share common
ground. The Annandale Cultural Center could be stand-alone or part of a mixed-use project in the
CBD. It is envisioned to be up to 50,000 square feet in size and contain large and small multi-
purpose rooms, small administrative and professional office spaces, a kitchen, exhibit space,
storage/locker facilities, and a lobby with a County presence. There is community interest in having
a Cultural Center and currently there is not sufficient public space in Annandale to accommodate this
need.
Operating Impact:
Staff and Operational costs estimates would need to be developed.
Project Name:
County Conference
Center
Supervisor District:
TBD
New Facility or
Renovation:
New Facility
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
This project would include the establishment of a County Conference Center, most likely in the
Tysons area, that would serve as a meeting venue for a wide variety of cultural and social events,
community activities, and professional meetings. Such a space would fulfill a need identified in a
feasibility analysis by Conventions, Sports & Leisure (CSL) International in 2009. The Conference
Center could be stand-alone, be built in conjunction with a hotel, or be part of a mixed-use project.
It is envisioned to be up to 100,000 square feet in size and contain approximately 50,000 square feet
of meeting space and 50,000 square feet of support space. Construction and operation of the facility
would most likely occur through a public/private partnership. Currently, Fairfax County does not have
a conference facility sufficient to accommodate projected needs. Hotels, such as the Sheraton
Premier, the Hilton in Tysons, and the Westfields Conference Center, accommodate some meeting
space demand. Nevertheless, demand exceeds availability and County businesses and residents
frequently travel outside of Fairfax County to host their events. The CSL report concluded that such
a facility is warranted and that it would provide positive economic benefits to the retail and tourist
sectors of the County’s economy.
Operating Impact:
Staff and Operational costs estimates would need to be developed.
Revitalization
and
Neighborhood
Improvements
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 258
Future Project Details
Project Name:
Façade Improvements
Supervisor District:
Countywide
New Facility or
Renovation:
New
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
Currently, this program operates in the Richmond Highway Commercial Revitalization District but
could be expanded to include some or all of the County’s Commercial Revitalization Districts and
Commercial Revitalization Areas (CRDs/CRAs). The County’s CRDs and CRAs are generally older
commercial areas where many of the commercial properties are in need of aesthetic and/or functional
improvements in order to remain competitive. Because these areas will redevelop slowly over time,
interim improvements and reinvestment in existing commercial establishments help improve the
overall investment climate and economic outlook for these CRD/CRA areas.
Operating Impact:
To Be Determined.
Project Name:
Tysons Public
Facilities
Supervisor District:
TBD
New Facility or
Renovation:
New
Total Project Estimate
(ENSNI):
TBD
Year Last Renovated:
N/A
Year Constructed:
N/A
Description/Justification:
As part of the redevelopment of the Tysons area, the Department of Planning and Development is
working with developers to proffer public facilities. The County has been successful in negotiating
public facility proffers from a number of zoning applicants including, but not limited to, a replacement
Tysons Fire Station, creation of a new Scotts Run Fire Station (Tysons East), a library, athletic fields,
and meeting rooms/office space. Negotiations for additional facilities are on-going. Many of these
facilities will be provided by the private sector either as part of their development or as a result of
proffered commitments. The construction of these facilities is dependent upon the progression of
development in the area.
Operating Impact:
Staff and Operational costs estimates would need to be developed.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 259
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 260
POTENTIAL
SHARED USE
OPPORTUNITIES
LIST
SUMMARY
This section of the CIP provides a list of both Fairfax County Public Schools (FCPS) projects and
County projects in the 5-10-year period that have potential shared use opportunities. This list is
updated annually and is sorted by both Referendum year and by Supervisory District. The list
does not include projects that are currently in the design or construction phase.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 261
*List does not include projects that are currently in the design or construction phase.
Project
Referendum
Year District
Libraries - Sherwood Regional Library Renovation 2020 Mount Vernon
Park Authority - Land Acquisition and Development 2020 Countywide
Health and Human Services - Early Childhood Education Facilities 2026 Countywide
Health and Human Services - Health Department Laboratory 2026 City of Fairfax
Health and Human Services - Springfield Community Resource Center 2026 Springfield
Health and Human Services - Tim Harmon Campus Renovation 2026 Sully
Libraries - Herndon Fortnightly Community Library Renovation 2026 Dranesville
Libraries - Kings Park Community Library Renovation 2026 Braddock
Park Authority - Land Acquisition and Development 2026 Countywide
Government Facilities and Programs - RTCN Library/Community Spaces 2027 Hunter Mill
Mount Vernon Area Colocation Opportunitues 2027 Mount Vernon
Public Safety: Fire and Rescue - Chantilly Fire Station Renovation 2030 Sully
Public Safety: Fire and Rescue - Frying Pan Fire Station Renovation 2030 Springfield
Public Safety: Fire and Rescue - Pohick Fire Station Renovation 2030 Springfield
Public Safety: Fire and Rescue - Well-fit Performance Testing Center 2030 TBD
Public Safety: Police - Sully Police Station Renovation 2030 Sully
Public Safety: Police - West Springfield Police Station Renovation 2030 Springfield
Health and Human Services - Early Childhood Education Facilities 2032 Countywide
Libraries - Centreville Regional Library Renovation 2032 Sully
Libraries - Chantilly Regional Library/Technical Operations Renovation 2032 Sully
Court Facilities - Historic Courthouse Renovation TBD Providence
Court Facilities - Judicial Complex Redevelopment Building Two TBD Providence
Government Facilities and Programs - DVS North/Northwest Maintenance Facility TBD TBD
Government Facilities and Programs - Joint Venture Development TBD Countywide
Government Facilities and Programs - Master Arts Plan Implementation TBD Countywide
Government Facilities and Programs - Willston Multi-Cultural Center TBD Mason
Health and Human Services - Next Steps Family Program TBD Franconia
Health and Human Services - RTCN Human Services Center TBD Hunter Mill
5-10 Year CIP Period:
Potential Shared Use Opportunities by Year*
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 262
*List does not include projects that are currently in the design or construction phase.
Project
Referendum
Year District
5-10 Year CIP Period:
Potential Shared Use Opportunities by Year*
Housing Development - Affordable Housing Opportunities TBD Countywide
Libraries - Providence Area (Merrifield, Dunn Loring, Metro West) Library TBD Providence
Libraries - Tysons Library (partial proffer funding) TBD TBD
Park Authority - Reston Town Center North Rec Center TBD TBD
Park Authority - Sports Complex Opportunities TBD TBD
Public Safety: Fire and Rescue - Volunteer Fire Stations TBD TBD
Public Safety: Police - Police/Fire Large Vehicle Storage Facility TBD TBD
Public Schools - Centre Ridge Elementary TBD Sully
Public Schools - Cub Run Elementary TBD Sully
Public Schools - Franklin Middle TBD Sully
Public Schools - Pimmit Hills Repurpose TBD Dranesville
Public Schools - Poplar Tree Elementary TBD Sully
Public Schools - Route 1 / Pinewood Lakes Early Childhood Center TBD Franconia
Public Schools - Sangster Elementary TBD Springfield
Public Schools - Saratoga Elementary TBD Springfield
Public Schools - Silver Line Elementary TBD Dranesville
Public Schools - Twain Middle TBD Franconia
Public Schools - Tysons Elementary TBD Providence
Public Schools - Union Mill Elementary TBD Springfield
Public Schools - Virginia Hills Repurpose TBD Franconia
Public Schools - Virginia Run Elementary TBD Sully
Public Schools - Waples Mill Elementary TBD Providence
Public Schools - Western High School TBD TBD
Public Schools - Western High School Site Acquisition TBD TBD
Revitalization and Neighborhood Improvements - Annandale Cultural Center TBD TBD
Revitalization and Neighborhood Improvements - Conference Center TBD TBD
Revitalization and Neighborhood Improvements - Tysons Redevelopment TBD TBD
Transportation/Pedestrian Initiatives - Herndon Monroe Area Development TBD Hunter Mill
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 263
*List does not include projects that are currently in the design or construction phase.
Project
Referendum
Year
District
Braddock
Libraries - Kings Park Community Library Renovation 2026 Braddock
City of Fairfax
Health and Human Services - Health Department Laboratory 2026 City of Fairfax
Countywide
Park Authority - Land Acquisition and Development 2020 Countywide
Health and Human Services - Early Childhood Education Facilities 2026 Countywide
Park Authority - Land Acquisition and Development 2026 Countywide
Health and Human Services - Early Childhood Education Facilities 2032 Countywide
Government Facilities and Programs - Joint Venture Development TBD Countywide
Government Facilities and Programs - Master Arts Plan Implementation TBD Countywide
Housing Development - Affordable Housing Opportunities TBD Countywide
Dranesville District
Libraries - Herndon Fortnightly Community Library Renovation 2026 Dranesville
Public Schools - Pimmit Hills Repurpose TBD Dranesville
Public Schools - Silver Line Elementary TBD Dranesville
Franconia District
Health and Human Services - Next Steps Family Program TBD Franconia
Public Schools - Route 1 / Pinewood Lakes Early Childhood Center TBD Franconia
Public Schools - Twain Middle TBD Franconia
Public Schools - Virginia Hills Repurpose TBD Franconia
Hunter Mill District
Government Facilities and Programs - RTCN Library/Community Spaces 2027 Hunter Mill
Health and Human Services - RTCN Human Services Center TBD Hunter Mill
Transportation/Pedestrian Initiatives - Herndon Monroe Area Development TBD Hunter Mill
Mason District
Government Facilities and Programs - Willston Multi-Cultural Center TBD Mason
Mount Vernon District
Libraries - Sherwood Regional Library Renovation 2020 Mount Vernon
Mount Vernon Area Colocation Opportunitues 2027 Mount Vernon
Providence District
Court Facilities - Historic Courthouse Renovation TBD Providence
Court Facilities - Judicial Complex Redevelopment Building Two TBD Providence
Libraries - Providence Area (Merrifield, Dunn Loring, Metro West) Library TBD Providence
Public Schools - Tysons Elementary TBD Providence
Public Schools - Waples Mill Elementary TBD Providence
5-10 Year CIP Period: Potential Shared Use Opportunities by
Supervisor District *
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 264
*List does not include projects that are currently in the design or construction phase.
Project
Referendum
Year
District
5-10 Year CIP Period: Potential Shared Use Opportunities by
Supervisor District *
Springfield District
Health and Human Services - Springfield Community Resource Center 2026 Springfield
Public Safety: Fire and Rescue - Frying Pan Fire Station Renovation 2030 Springfield
Public Safety: Fire and Rescue - Pohick Fire Station Renovation 2030 Springfield
Public Safety: Police - West Springfield Police Station Renovation 2030 Springfield
Public Schools - Sangster Elementary TBD Springfield
Public Schools - Saratoga Elementary TBD Springfield
Public Schools - Union Mill Elementary TBD Springfield
Sully District
Health and Human Services - Tim Harmon Campus Renovation 2026 Sully
Public Safety: Fire and Rescue - Chantilly Fire Station Renovation 2030 Sully
Public Safety: Police - Sully Police Station Renovation 2030 Sully
Libraries - Centreville Regional Library Renovation 2032 Sully
Libraries - Chantilly Regional Library/Technical Operations Renovation 2032 Sully
Public Schools - Centre Ridge Elementary TBD Sully
Public Schools - Cub Run Elementary TBD Sully
Public Schools - Franklin Middle TBD Sully
Public Schools - Poplar Tree Elementary TBD Sully
Public Schools - Virginia Run Elementary TBD Sully
To Be Determined
Public Safety: Fire and Rescue - Well-fit Performance Testing Center 2030 TBD
Government Facilities and Programs - DVS North/Northwest Maintenance Facility TBD TBD
Libraries - Tysons Library (partial proffer funding) TBD TBD
Park Authority - Reston Town Center North Rec Center TBD TBD
Park Authority - Sports Complex Opportunities TBD TBD
Public Safety: Fire and Rescue - Volunteer Fire Stations TBD TBD
Public Safety: Police - Police/Fire Large Vehicle Storage Facility TBD TBD
Public Schools - Western High School TBD TBD
Public Schools - Western High School Site Acquisition TBD TBD
Revitalization and Neighborhood Improvements - Annandale Cultural Center TBD TBD
Revitalization and Neighborhood Improvements - Conference Center TBD TBD
Revitalization and Neighborhood Improvements - Tysons Redevelopment TBD TBD
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 265
OPERATIONAL
BUDGET
IMPACTS OF
THE CIP
SUMMARY
This section of the CIP provides rough estimates for General Fund supported operational costs
associated with current and future CIP projects. These estimates are in FY 2026 dollars, with no
inflation applied. This list does not include Fairfax County Public School facilities and focuses on
new or renovated County buildings, such as Public Safety, Library, or Human Services facilities.
Future facilities through the proposed fall 2032 County Bond Referendum have been included;
however, many facilities in the conceptual phase have not yet been included.
Facility square footage increases have been estimated using a blended annual operating factor to
account for increased utilities, custodial, landscaping, and maintenance costs. Future decisions
may be required for several of these facilities; therefore, the operational budget impacts have not
yet been determined. Agency estimates include potential additional staffing, equipment, and
furnishings. In some cases, the budget estimates include both one-time startup costs and
recurring operational costs and may have been included in the FY 2026 Adopted Budget Plan.
Further analysis will be required for many of these estimates; however, this year’s CIP provides
the identification of not just project design and construction costs, but the estimated operational
General Fund budget impacts for each facility to more fully inform the Board of Supervisor’s
decision making on capital projects. It is anticipated that budget estimates will be reviewed in more
detail as facility conceptual designs are completed. Some facilities are being renovated to include
projected future growth; however, no operational budget adjustments will be required for quite
some time.
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 266
Facility**
Existing
Square
Footage
Proposed
Square
Footage
Estimated
Increase in
Square
Footage
FMD Operational
Requirements*
Agency
Operational
Requirements
Total Notes
Health and Human Services - Current CIP Projects
Crossroads Renovation - 2020 39,369 44,213 4,844
$33,424 $2,552,400 $2,585,824 Expenses for program relocation
Early Childhood Education Initiatives - 2026 - - TBD TBD TBD TBD
Eleanor Kennedy Shelter - 2016 11,177 49,300 38,123
$263,049 TBD $263,049
Embry Rucker Shelter - 2016 10,500 30,000 19,500
$134,550 TBD $134,550
Health Department Lab - 2026 13,100 34,500 21,400
$147,660 TBD $147,660
Hybla Valley Community and Childcare Center 49,000 49,000 -
$0 TBD TBD
Kingstowne Childcare/Senior Center 4,000 17,118 13,118
$90,514 $1,615,367 $1,705,881 Early childhood slots
Original Mount Vernon High School Redevelopment 133,000 148,900 15,900
$109,710 TBD $109,710
Patrick Henry Shelter (Supportive Housing) - 2016 9,500 22,385 12,885 $88,907 $601,647 $690,554 Equipment costs - supportive housing
RTCN Human Services Center 57,500 160,000 102,500
$707,250 TBD $707,250
Springfield Community Resource Center - 2026 - 30,000 30,000
$207,000 $1,521,144 $1,728,144 Staffing and equipment
Tim Harmon Campus Renovation - 2026 43,052 TBD TBD TBD $3,193,483 $3,193,483 Staffing and equipment
Tysons Community Center - 30,000 30,000
$207,000 TBD $207,000
Willard Health Center - 2020 30,000 102,800 72,800
$502,320 $716,095 $1,218,415
Recurring staff and operating costs;
does not include one-time cost estimates
associated with furniture and equipment
Health and Human Services - Future Projects
Crisis Services Facility - TBD TBD TBD TBD TBD
Diversion & Community Re-Entry Center (Judicial
Complex)
- TBD TBD
TBD TBD TBD
Next Steps Family Program TBD TBD TBD TBD TBD
Wakefield Senior Center TBD TBD TBD TBD TBD
Libraries - Current CIP Projects
Libraries - George Mason Regional - 2020 28,300 28,300 - - - -
Libraries - Herndon Fortnightly - 2026 17,500 17,500 - - - -
Libraries - Kings Park Community - 2026 17,300 23,100 5,800 $40,020 - $40,020
Libraries - Kingstowne Regional - 2020 15,000 36,234 21,234 $146,515 $930,800 $1,077,315
Anticipated increase from a community
library to a regional library
Libraries - Patrick Henry Library - 2020 13,800 19,000 5,200 $35,880 - $35,880
Libraries - Reston Regional - 2012 25,000 43,000 18,000
$124,200 $348,400 $472,600 Includes potential second floor
Libraries - Sherwood Regional - 2020 37,600 37,600 - - - -
Libraries - Future CIP Projects
Libraries - Centreville Regional - 2032 30,000 30,000 - - - -
Libraries - Chantilly Regional - 2032 52,000 52,000 - - - -
Libraries - Tysons Library -
19,000 19,000 $131,100 $1,534,000 $1,665,100 New library
Public Safety: Fire and Rescue - Current CIP Projects
Fairview Fire Station - 2018 8,000 14,402 6,402
$44,174 - $44,174
Fort Buffalo Fire Station - 2018 8,518 13,513 4,995
$34,466 - $34,466
Fox Mill Fire Station - 2024 8,794 11,100 2,306 $15,911 - $15,911
Gunston Fire Station - 2018 7,742 17,577 9,835
$67,862 - $67,862
Mount Vernon Fire Station - 2018 9,000 15,500 6,500
$44,850 - $44,850
Oakton Fire Station - 2024 9,605 9,605 - $0 - $0
Penn Daw Fire Station - 2015 15,700 22,200 6,500
$44,850 - $44,850
Tysons Fire Station - 2024 9,500 18,716 9,216 $63,590 $5,614,156 $5,677,746 Staff and equipment (engine and medic)
Volunteer Fire Station - 2018 (Annandale) 7,391 14,717 7,326 $50,549 - $50,549
Public Safety: Fire and Rescue - Future Projects
Chantilly Fire Station - 2030 10,742 15,000 4,258 $29,380 - $29,380
Frying Pan Fire Station - 2030 9,500
15,000 5,500 $37,950 - $37,950
Pohick Fire Station - 2030 9,600
13,000 3,400 $23,460 - $23,460
Well-fit Performance Testing - 2030 17,040 33,500 16,460 $113,574 TBD $113,574
Operational Expense Estimates For County CIP Projects
Projects estimated to be approved through the Fall 2032 Bond Referendum
Fairfax County, Virginia: FY 2026 - FY 2030 Adopted CIP - 267
Facility**
Existing
Square
Footage
Proposed
Square
Footage
Estimated
Increase in
Square
Footage
FMD Operational
Requirements*
Agency
Operational
Requirements
Total Notes
Operational Expense Estimates For County CIP Projects
Projects estimated to be approved through the Fall 2032 Bond Referendum
Public Safety: Police - Current CIP Projects
Criminal Justice Academy - 2018 and 2024 110,000 89,600 (20,400) ($140,760) $1,610,000 $1,469,240 Operational and equipment only
Emergency Vehicle Op. and K9 Center - 2015 6,355 5,000 (1,355) ($9,350) $50,000 $40,651 Operational and equipment only
Franconia Police Station - 2015 25,800 43,428 17,628
$121,633 $800,000 $921,633 Operational and equipment only
Mason District Police Station - 2018 34,596 39,163 4,567 $31,512 $800,000 $831,512 Operational and equipment only
Mount Vernon Police Station 33,000 TBD TBD TBD 800,000 $800,000
Police Evidence Storage Annex - 2018 20,000 25,560 5,560
$38,364 $1,778,279 $1,816,643 Includes facility staff support
Police Tactical Operations - 2015 35,712 39,000 3,288
$22,687 $7,027,921 $7,050,608 Operational and equipment only
Public Safety: Police - Future Projects
Sully Police Station - 2030 31,297 TBD TBD TBD TBD TBD
West Springfield Police Station - 2030 33,000 TBD TBD TBD TBD TBD
* Based on FY 2026 blended operational rate for utilities, custodial, landscaping, and maintenance costs.
** Does not include Fairfax County Public School projects.
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GLOSSARY
SUMMARY
This section is an alphabetical listing of terms or words, and an explanation of their meanings,
used throughout the CIP document.
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Glossary
Ad Valorem
The application of a rate percent of value. Taxes are imposed at a rate percentage
of the value of goods.
Amortization of Debt
The process of paying the principal amount of an issue of securities by periodic
payment either directly to security holders or to a sinking fund for the benefit of
security holders.
Amortization Schedule
A table showing the gradual repayment of an amount of indebtedness, such as a
mortgage or bond, over a period of time. This table is often set up to show interest
payments in addition to principal repayments.
ARPA
The American Rescue Plan Act (ARPA) included funding for the Coronavirus State
and Local Fiscal Recovery Funds (CSLFRF) to help state, local, and municipal
governments to continue providing pandemic relief. The ARPA Fiscal Recovery
Fund gives broad flexibility in how funding can be used.
Authorized but Unissued
Bonds
Bonds authorized by the Board of Supervisors following a referendum, but not issued
to the bond markets. Bonds approved after July 1, 1991, have a maximum of 10
years available by law in which to be issued.
Board of Supervisors
The Code of Virginia (§ 15.2-802) provides that the powers of the County as a body
politic and corporate shall be vested in an urban county board of supervisors, to
consist of one member from each district of such county and to be known as the
board of supervisors (the board). Each member shall be a qualified voter of his or
her district and shall be elected by the qualified voters thereof. In addition to the
above-board members, the voters shall elect a county chairman who shall be a
qualified voter of the county. The Board of Supervisors of Fairfax County is
composed of ten members, one from each of the nine County magisterial districts,
plus a chairman. Supervisors are elected for four-year terms.
Bond
A written promise to pay a specified sum of money (called the principal), at a specific
date in the future, together with periodic interest at a specified rate. In the budget
document, these payments are identified as debt service. Bonds may be used as
an alternative to tax receipts to secure revenue for long-term capital improvements.
The two major categories are General Obligation (GO) Bonds and Revenue Bonds.
The majority of bonds issued for County and School construction projects are known
as General Obligation Bonds.
Bond Proceeds
The money paid to the issuer by the purchaser or underwriter of a new issue of
municipal securities. These moneys are used to finance the project or purpose for
which the securities were issued and to pay certain costs of issuance as may be
provided in the bond contract.
Bond Rating
A rating (made by an established bond rating company) from a schedule of grades
indicating the probability of timely repayment of principal and interest on bonds
issued. Fairfax County uses the services of the nation’s three primary bond rating
services, Moody’s Investors Service, Standard & Poor’s, and Fitch, to perform credit
analyses to determine the probability of an issuer of debt defaulting partially or fully.
Fairfax County has maintained a Triple A bond rating status from Moody’s since
1975, Standard and Poor’s since 1978, and Fitch since 1997.
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Glossary
Bond Referendum
A process whereby the voters of a governmental unit are given the opportunity to
approve or disapprove a proposed issue of municipal securities, most commonly
required for the approval of General Obligation Bonds. Requirements for voter
approval may be imposed by constitution, statute, or local ordinance.
Bonded Indebtedness
Outstanding debt by issue of bonds which is repaid by ad valorem or other revenue.
Budget
A plan for the acquisition and allocation of resources to accomplish specified
purposes. The term may be used to describe special purpose fiscal plans or parts of
a fiscal plan, such as "the budget of the Police Department," "the Capital budget" or
"the School Board's budget," or it may relate to a fiscal plan for an entire jurisdiction,
such as "the budget of Fairfax County."
Capital Asset
Property that has an initial useful life longer than one year and that is of significant
value. The useful life of most capital assets extends well beyond one year and
includes land, infrastructure, buildings, renovations to buildings that increase their
value, equipment, vehicles, and other tangible and intangible assets.
Capital Expenditure
A direct expenditure that results in or contributes to the acquisition or construction of
major capital assets (e.g., lands, roads, buildings). The expenditure may be for new
construction, addition, replacement, or renovations to buildings that increase their
value, or major alteration of a capital asset. Capital assets include land,
infrastructure, buildings, equipment, vehicles, and other tangible and intangible
assets that have useful lives longer than one year.
Capital Facilities
Fixed assets, such as buildings or land.
Capital Improvement
Program (CIP)
A plan for future capital project expenditures. The multi-year plan serves as a
roadmap for creating, maintaining and funding present and future infrastructure
requirements. The CIP serves as a planning instrument to identify needed capital
projects and coordinate the financing and timing of these improvements.
Capital Outlay
Expenditures for capital-related expenditures.
Capital Paydown
Capital construction funded with current year General Fund revenues as opposed to
construction financed through the issuance of bonds. This is also referred to as
“pay-as-you-go” construction.
Capital Project
Major construction, acquisition, or renovation activities which add value to a
government’s physical assets or significantly increase their useful life.
Capital Projects Funds
Funds, defined by the State Auditor of Public Accounts, that account for the
acquisition and/or construction of major capital facilities or capital improvements
other than sewers.
Comprehensive Plan
The plan that guides and implements coordinated, adjusted, and harmonious land
development that best promotes the health, safety, and general welfare of County
residents. It contains long-range recommendations for land use, transportation
systems, community services, historic resources, environmental resources, and
other facilities, services, and resources.
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Glossary
Coronavirus Disease 2019
(COVID-19)
A viral infection that can spread from person-to-person caused by a new coronavirus
that initially emerged in December 2019 and spread throughout the world.
Costs of Issuance
The expenses associated with the sale of a new issue of municipal securities,
including such items as printing, legal, rating agency fees, and others.
Debt Limit
The maximum amount of debt which an issuer of municipal securities is permitted to
incur under constitutional, statutory, or charter provisions.
Debt Service
The amount of money necessary to pay interest on an outstanding debt; the principal
of maturing serial bonds and the required contributions to a sinking fund for term
bonds. Debt service on bonds may be calculated on a calendar year, fiscal year, or
bond fiscal year basis.
Debt Service Fund
A fund established to account for the payment of general long-term debt; which
includes principal and interest.
ENSNI
Estimate, No Scope, No Inflation. Term used in the Fairfax County CIP to describe
funding estimates for future capital projects which have not yet been scoped and are
developed using today’s dollars without considering inflation.
General Obligation (GO)
Bond
Bonds for which the full faith and credit of the issuing government are pledged.
County general obligation debt can only be approved by voter referendum. The State
Constitution mandates that taxes on real property be sufficient to pay the principal
and interest of such bonds.
Infrastructure
Public domain, fixed physical assets including roads, curbs, gutters, sidewalks,
drainage systems, lighting systems, and other similar items that have value only to
the users.
Infrastructure
Replacement and
Upgrades
Infrastructure replacement and upgrades, also known as Capital Renewal, refers to
the planned replacement of building subsystems, such as roofs, electrical systems,
HVAC systems, and plumbing systems, that have reached the end of their useful
life. Major investments are required in facilities to replace old, obsolete building
subsystems that have reached the end of their life cycle.
Interest
The amount paid by a borrower as compensation for the use of borrowed money.
This amount is generally an annual percentage of the principal amount.
Issuing Bonds
To “issue” bonds means to sell, deliver, and receive payment for bonds. The County
may issue bonds throughout the year upon determining the amount of cash
necessary to implement projects during that year.
Lease Purchase
This method of financing allows the County to construct or acquire property and pay
for it over a period of time by installment payments rather than an outright purchase.
The time payments include an interest charge which is typically reduced because
the lessor does not have to pay income tax on the interest revenue.
Long-Term Debt
Debt with a maturity of more than one year after the date of issuance.
Pay-As-You-Go Financing
The portion of capital outlay which is financed from current revenue, rather than by
borrowing.
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Glossary
Paydown Construction
Capital construction funded with current year General Fund revenues as opposed to
construction financed through the issuance of bonds. This is a method of paying for
capital projects that relies on current tax and grant revenues rather than by debt.
This is also referred to as “pay-as-you-go” construction.
Per Capita Debt
The amount of an issuing municipality’s outstanding debt divided by the population
residing in the municipality. This is used as an indication of the issuer’s credit
position since it can be used to compare the proportion of debt borne per resident
with that borne by the residents of other municipalities.
Principal
The face amount of a security payable on the maturity date.
Rating Agencies
The organizations which provide publicly available ratings of the credit quality of
issuers. The term is most often used to refer to the nationally recognized agencies,
Moody’s Investors Service, Inc., Standard & Poor’s Corporation, and Fitch Investors.
Referendum
A referendum is a means by which a legislative body requests the electorate to
approve or reject proposals, such as constitutional amendments, long-term
borrowing, and other special laws.
Revenue Bond
A municipal bond secured by the revenues of the project for which it is issued.
Revenue Bonds are those bonds whose principal and interest are payable
exclusively from earnings of an enterprise fund. Sewer and utility bonds are typically
issued as revenue bonds. The County also issues Lease Revenue bonds, a form of
revenue bond in which the payments are secured by a lease on the property built or
improved with the proceeds of the bond sale.
Sewer Funds
(Enterprise Funds)
A group of self-sufficient enterprise funds that support the Wastewater Management
Program. Revenues consist of bond sales, availability fees (a one-time fee paid
before connection to the system and used to defray the cost of major plant and trunk
construction), connection charges (a one-time fee to defray the cost of the lateral
connection between a building and the trunk), service charges (quarterly fees based
on water usage which defray operating costs and debt service), and interest on
invested funds. Expenditures consist of construction costs, debt service, and the
cost of operating and maintaining the collection and treatment systems.
Short-Term Debt
Debt with a maturity of less than one year after the date of issuance.
Total Project Estimate
(TPE)
A capital project Total Project Estimate (TPE) is composed of funds already
expended, currently appropriated, proposed or adopted in the budget year, and
proposed for future years. In short, it is the total amount proposed to be expended
over the life of the project.
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